Seminarium Peru Speech by Charlene Li


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Presentation at Seminarium Peru on 15 November 2012 by Charlene Li in Lima. Two presentations were given.

Speech #1: Creating A Successful Social Business Marketing Strategy

With almost a billion members, Facebook's growth and stature is representative of the maturing social media landscape. Social technologies are no longer a bright shiny object, instead representing valuable relationships that require a coherent strategy and disciplined execution.

This session will make a case that social technologies should be a mainstay of your marketing program rather than a second cousin of interactive marketing. We'll look at the implications of this priority shift, using case studies from companies who are making changes to their overall business and marketing programs. We'll also go through a checklist of the actions you'll need to prioritize to be successful.

Speech #2: Title: Marketing In The Era Of Social Technologies
The excitement around social media often centers on the technologies -- Facebook, blogs, Twitter, etc. etc. But this is the wrong approach. Rather than think about crafting a strategy around social technologies, leaders should be pondering how they can use social technologies to support and strengthen customer relationships.
For many, Groundswell was the book that broke down barriers to accepting social technologies as an opportunity to make their businesses better. Open Leadership picks up where Groundswell left off, showing leaders how to open up business and create a culture that will make social media adoption–and on a greater level, adoption of a social business model–possible and successful.
We'll be looking at the art -- and the science -- of how to tap into the power of customers and employees, including examples of what organizations and leaders are successfully doing today, as well as how to get your organization started.

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  • Title: Creating A Successful Social Business Marketing StrategyWith almost a billion members, Facebook's growth and stature is representative of the maturing social media landscape. Social technologies are no longer a bright shiny object, instead representing valuable relationships that require a coherent strategy and disciplined execution. This session will make a case that social technologies should be a mainstay of your marketing program rather than a second cousin of interactive marketing. We'll look at the implications of this priority shift, using case studies from companies who are making changes to their overall business and marketing programs. We'll also go through a checklist of the actions you'll need to prioritize to be successful. 
  • Review each example of a business goal.** Need attribution here for Susan’s reportTransition: Here is an example of each that shows how social business can have an effect on these business goals …
  • Describe the what and the value.SAY: THIS IS WHAT WE’RE BUILDING TOWARD. IMAGINE WHAT THE FUTURE OF THE CUSTOMER RELATIONSHIP LOOKS LIKE.Transition: Here are some examples …
  • Review Ford’s (Scott Monty). HUMANIZE the company … that’s the vision of the future.(Click to build the other examples) SAY: These others are not social but examples of good vision statements for organizations. These are meant to identify elements of good vision statements in general. Notice they are very lofty and aspirational, and they are in harmony with the company brand promise and company vision. Notice, too, that a vision statement is NOT a MISSION statement … a mission defines “the business we are in” and has more detail. It’s more about what we actually do, not the value we aspire to create.ASK: What do you like about these statements? Anything you don’t like?Capture points on a flipchart if you have time.ASK: Have any of you created vision statements before?(answer to a typical question) Why a social vision and not an integrated vision? Because it’s so new, it bears carving out FOR NOW, until companies are clear about the value and role of social. It may be a bit too early to integrate because the value isn’t clear yet.Transition: Here are some criteria …
  • PAID TO EARNED TO OWNED Intel paid social influencers to create engaging and authentic content across a number of their own(ed) media properties. This content aligned with themes related to the brand’s products and initiatives. The paid content gained earned amplification as influencers shared content across their social networks. Engagement and links were then driven directlyto the brand’s owned social properties, including their blog, Facebook, Twitter, Google+, Tumblr, and YouTube channel. A total of 121 pieces of content were produced (text, video, infographics, images, etc.) across only 24 influencers.Results: Over 1.1M social interactions were generated, an average of 9,314 per piece of content.
  • Owned > Earned
  • Bhagat is Vice President of Sales and Marketing at Intel, and serves as Director of Marketing Strategy and Campaigns.
  • Gray area: eg. Retweets Outlying channels don’t neatly conform to the categories of paid/owned/earned media. This is to be expected from some forms of digital media. Online contests and sweepstakes, for example, are often hybrids of paid, owned, and earned media. And as mentioned above, shared media (“likes,” “retweets,” “shares,” etc.) are considered by some to be a wholly separate channel from earned media. Moreover, shared media may or may not contain original content (e.g., a comment or other earned media) added by the sharer. Co-created content is another category that could be assigned to earned or to shared media. We acknowledge these arguments, but for the purpose of this report we will consider “shared” media to be part of earned.
  • Screenshots are of paid search results, a Blue Cross Blue Shield blog from Michigan and a Facebook status posting about an open position at BCBS.Paid media: are display or broadcast advertising. In digital channels, paid media include banner ads, Pay Per Click (PPC) search ads, advertorials, sponsorships, sponsored links, and pay-per-post blogging. The common factor of all these channels is that they are a form of advertising for which a media buy is necessary.Owned media are all content assets a brand either owns or wholly controls. Owned media channels include websites, microsites, branded blogs, videos, and the brand’s own(ed) presence on social media and social network channels, such as Facebook, Twitter, YouTube, Flickr, etc. Owned media is largely content marketing, i.e., content a brand owns and/or publishes that involves no media buy.Earned media is user-generated content created and/or shared by users. (It bears mentioning that some consider shared media to be a separate channel. More on this below in Outlying Channels.) Types of earned media include consumers’ social media posts, tweets, reviews, videos, photos, and open online communities. Another component of earned media is mentions in media or on social channels that are the result of PR or media relations. For brands, earned media is the most elusive and difficult of the three channels; while it can be influenced, it cannot be directly controlled.
  •’s Kinect motion and voice-based controller accessory was launched with gaming in mind, but researchers have taken the technology in a number of different directions. But users didn't just want to play games with it. “Kinect hackers” were drawn to the fact that the object affordably synthesizes an arsenal of sophisticated components — notably, a fancy video camera, a “depth sensor” to capture visual data in three dimensions and a multiarray microphone capable of a similar trick with audio.Combined with a powerful microchip and software, these capabilities could be put to uses unrelated to the Xbox. Like: enabling a small drone to “see” its surroundings and avoid obstacles; rigging up a 3-D scanner to create small reproductions of most any object (or person); directing the music of a computerized orchestra with conductorlike gestures; remotely controlling a robot to brush a cat’s fur. It has been used to make animation, to add striking visual effects to videos, to create an “interactive theme park” in South Korea and to control a P.C. by the movement of your hands (or, in a variation developed by some Japanese researchers, your tongue). A result has been a fresh wave of Kinect-centric experiments aimed squarely at the marketplace: helping Bloomingdale’s shoppers find the right size of clothing; enabling a “smart” shopping cart to scan Whole Foods customers’ purchases in real time; making you better at parallel parking. German researchers transformed the Kinect into an interactive augmented reality X-ray machine, and Microsoft Research is now in the process of trialing the use of its Kinect sensor as a surgical assistant.“People are trying to decide for themselves what they want these technologies to mean,” McDonald says. The answer used to come from defense firms, academia, megacorporations. “It can’t be just them,” he continues. “It has to be everyone.”Online adverts are already tailored to your search and browsing history, but now Microsoft has plans to add emotions to the mix. In a recently revealed patent application the company suggests that using its Kinect sensor to analyse your face and body language for emotions could help companies better target their ads. Emotional analysis of emails, search terms and even your online gaming performance could also influence the ads you see.
  • Theme: Sentient World is a case where DATA IS EVERYWHERE – in the weather, in the landscape, on the roadways. Google isn’t waiting for the highways to get intelligent to drive this forward. These automous cars constantly map their surroundings and make decisions based on that data – even changing lanes, merging – and their reactions and decision making are faster than ‘real time’ to us.<tags>#auto #transport #tech#innovation #sentientworld#jon
  • This example is highly experimental – the others…the future is now!“In a nutshell, the Prediction API adds pattern-matching capability to existing cloud-based datasets, using it to predict probable outcomes for current events. Using it in an automotive setting would allow our cars to effectively learn from our behavior and adapt to it.“We take examples from the past and apply machine algorithm learning to find the best model that fits the situation,” Travis Green, Google’s Prediction API product manager, said.So in theory, if you opt in to using the service, a computer in your car would create an encrypted record of your driving data — where you’ve gone, when you’ve gone there and what route you took — and tailor it to your driving profile. Eventually, your car “remembers” where and how you drive.”
  • How much do you really know about me? If we are going to be in a relationship, then I expect that you’ve taken the time to get to know me before we even meet. Trust becomes a significant issue. Relationship between privacy and permission
  • Title: Title: Marketing In The Era Of Social TechnologiesThe excitement around social media often centers on the technologies -- Facebook, blogs, Twitter, etc. etc. But this is the wrong approach. Rather than think about crafting a strategy around social technologies, leaders should be pondering how they can use social technologies to support and strengthen customer relationships. For many, Groundswell was the book that broke down barriers to accepting social technologies as an opportunity to make their businesses better. Open Leadership picks up where Groundswell left off, showing leaders how to open up business and create a culture that will make social media adoption–and on a greater level, adoption of a social business model–possible and successful.We'll be looking at the art -- and the science -- of how to tap into the power of customers and employees, including examples of what organizations and leaders are successfully doing today, as well as how to get your organization started. 
  • Read definitionSAY: You have to LISTEN FIRST, before you can learn anything.Transition: Listening is about capturing social data so you can USE it …
  • SAY: You can use free tools to listen and learn. Google and Twitter and many others have services.ASK: What can happen if everyone in an organization can listen to the voice of the customer? (invite comments)Summarize group’s comments. Make sure the group comes to the conclusion that they should: Reach out and have dialogue, follow up in a few months, innovate with people.SAY: What’s the lesson? Unless you’re listening, you’ll miss the opportunity.Transition: Here’s another example …Orange France!/Orange_conseil3.3k Followers, at least 2 dedicated Twitter service
  • SAY:Here’s an example of SF Radian6. You can see there are many providers who do this sort of thing.ASK: How are you using tools? How often monitoring? (engage in a brief conversation)SAY: The best social businesses are looking at data every day, not waiting for weekly reports. Global companies are comparing listening posts across regions/the world to look at cultural differences.SAY: No one tool is the magic bullet.Transition: You can compare content popularity …
  • Has anybody visited Dell’s command center?SAY: It’s very impressive. Dell has a heavy dedication to listening and learning. In fact, they are now licensing and selling the command center approach.They are using an IBM front-end for Radian6.Gatorade also has one. Both of these examples are a comment on the cultural importance of social listening.ASK: Who owns listening in your company? (invite a few comments)SAY: Many companies are centralizing it because of the discipline required … there is value in managing governance.Transition: And on the flip side, here’s a different example …
  • SAY: NVIDIA’s a one-person show. Not as resource heavy as Dell, but just as committed!Briefly describe NVIDIA’s official social media-monitoring hub. It also happens to be where Shanee Ben-Zur gets to work every day, keeping an eye on fans’ comments. Shanee Ben-Zur says, “This is how we stay plugged into the social web. It also serves as a training center to help NVIDIAns participate in social conversations, using apps like TweetDeck and Spredfast.I take all their feedback and deliver it to the right people here, whether the comments are good, bad or just for fun.The command center boasts eight 22-inch Samsung monitors on a custom wall-mount, powered by two Quadro NVS 450 professional graphics cards. The wall of monitors makes for an impressive display that attracts lots of visitors, including our top execs.  We use watt-stoppers to conserve energy use in the Social Media Command Center when it’s not in use.Whenever we launch a new driver or product, I stay posted at my station to monitor social media traffic, as do others in the customer care and driver teams. When fans have issues, we identify NVIDIA employees who are best suited to help, and mobilize to resolve these issues as quickly as possible. When fans indicate that they like certain features, we try to focus on those in future releases.The Social Media Command Center allows NVIDIA to  address fan feedback quickly. While we may not be able to answer each tweet or forum post directly, fans should know that we’re reading all your comments and we definitely care.”POINT: It doesn’t have to be resource intensive, it can be important and lean.Transition: Another example …
  • Read the definition.SAY: It’s not a formula … there’s an art to a conversation.Transition: Here’s a great example …
  • SAY: Here’s an example of what you DO want to do. You want to ENGAGE IN CONVERSATION.Kohl’s engages in a conversation by asking a question. “What did you get?” Their goal was to engage in a conversation with people. Encourage people to keep talking. More importantly, they also start getting other people engaged in the conversations. (example: can’t find blue shirt; there’s one at the store on xxx)Transition: Here’s one of my favorite examples …
  •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 beaches and sand.Updated Nov. 14, 2011 (No original case study date given)#europe#spain#facebook#dialog#tourism#charlene #jaimy
  • How many of you are in the market for a 747? ASK: Then, why would Boeing dialog? We all DO care about plane safety.SAY: As Boeing describes it, “(we)launched this “experiment” in the early weeks of 2005, when blogs were a relatively new medium. In the corporate world, it was virtually uncharted territory. We were one of only a small handful of major companies dipping our feet into the waters of executive blogs.We certainly thought we could make Randy’s Journal into something, but at the time we weren’t exactly sure what that might be. Well, I think that as we celebrate 5+ years of blogging, it’s clear that we’ve exceeded even our own expectations.We’ve posted about 450 entries and thousands of comments. Over time our blog has evolved into a really effective medium to interact and share with our own employees and retirees as well as our customers and stakeholders and of course, all of the aviation enthusiasts around the world.”SAY: The point is Randy made a commitment to doing this … it’s consistent, not episodic. The conversation goes on … since 2005. Yes, you can have short-term initiatives, like for SuperBowl, but these long-term dialogs have an important place as well.Transition: Here are examples of types of topics you dialog about …
  • #foodbev #distributed#governance #smms #esn#local#jessica
  • Results: Applebee’s retains control over messaging and content, while dramatically improving ROI by connecting with customers at the local community level. With over 7,000 employees using Expion to manage 1000+ locations, Applebee’s has increased its engagement with their customers by building on their brand promise as your “Neighborhood Bar and Grill.”DATE: September 8, 2011Source: Expion deck sent to Christine#foodbev #restaurant #retail#learn #support #dialog #governance#christine#facebook #twitter#smms #listening
  • To manage content and empower local restaurants, Applebee’s developed a three-tier governance structure within the SMMS. At the top is Applebee’s corporate, which pre-populates the content calendar with brand-wide messaging each month. Additionally, corporate uses the SMMS to analyze engagement data, for owned properties as well as competitorsidentify best practices on “what posts work best.” This data is shared with franchisees, so restaurant managers can adapt their own posts. This top-down process provides consistent branding, yet feeds distributed restaurant owners with relevant content and information to engage effectively, locally.The second level is regional, multi-franchise groups can develop and customize posts related to their own promotions and events. A regional manager at this level also closely monitors owned properties for flagged activity, and makes sure responses are in near real-time when necessary. individual restaurant level there are typically three to four people charged with community engagement.#foodbev #distributed#governance #smms #esn#local#jessica
  • #distributed#governance #smms #esn#local#jessicaApplebees retains control over messaging and content, while engaging on the local levelHas improved response times with customersOver 1100 local Applebees fan pagesDramatically improves ROI through connecting on local level Executive buy-in, intuitive UI, training contribute to a majority adoption rate (~1200/2000 locations) have individual Facebook pages Technology enables efficiency: managers are not expected to spend more than 10 minutes managing social
  • Read the definition.SAY: This isn’t just about lowering service costs, but about opportunities to deepen relationships.Transition: Here are some examples …
  •!/vodafone_es!/vodafoneitWe’ve seen South American telecom companies embrace social customer service to a higher degree – publically resolving issues on an individual basis. But Vodafone IT and ES both do a good job of listening to their customers and engaging in a way that supports their needs. Key differences: Italy tends to take things offline, encouraging customers to submit their numbers to the Italian team, while Vodafone Spain tackles issues head on, without publicly naming or tagging their Twitter customer support team.Updated Nov. 16, 2011 (No original case study date given)#comm #mobile#support #dialog#spain #italy #europe#jaimy
  • SAY: They answer all kinds of questions. Customers answer each others’ questions also. Even a little bit of customization/personalization helps. Don’t respond the same way all the time, “sorry you had this problem, please call 800 … to report the problem.”Call center support groups should be integrated with marketing groups! Most are not.Transition: Here’s an example from Dell …!/metro_madridMetro Madrid does an excellent job with customer feedback in a timely fashion. They respond personally to almost every inquiry/issue with a train or route delay. In this case, a customer is noting a burning smell, and Metro Madrid lets them know not to worry, there was an issue with that train that’s being resolved. In many other cases, they simply thank customers…which goes a long way in this case.
  • SOURCE: co-creation - right from set-up GiffGaff engaged their target market in 2 way dialogue, asking potential customers and early adopters to decide on how best to structure their tariffs. Similar to Dell IdeaStorm, GiffGaff have continued their Ideas page and at the point of writing they have implemented 112 ideas direct from their community.Community support – the GiffGaff community is perhaps best shown within customer service. All of GiffGaff’s customer service is online. They pro-actively push information out to their notice boards page e.g. service issues. They publish customer-generated tips and tricks and FAQs. They also make extensive use of their community forum for peer to peer support (supported by intervention and moderation by GiffGaff employees when required).The community has radically cut customer support costs compared to the traditional contact centre-centric model. GiffGaff estimated that if O2 could replicate the model with just 25% of their customers participating, they could save c£20m per year.Payback Scheme - Perhaps the most innovative aspect of the community forum is that users are incentivised to participate through the use of a payback scheme. The payback scheme rewards GiffGaff members for helping GiffGaff out with Kudos points which can either be redeemed for pre-pay credit, or donated to charity (of course a charity of the community’s choice!).Social Marketing – GiffGaff’s above the line marketing is minimal for a Telco company. Instead they prefer their customers to spread the word on their behalf. Again they use Kudos points as an incentive - customer’s get 50 points each time they e-mail a friend or 500 points for each SIM card they send to a friend that is activated (where 1 point = 1p). That’s not a bad cost of acquisition and advocacy generates 25% of new customer connections.GiffGaff’s results so far have been impressive and pretty interesting:50% of customer questions are answered via the community (as opposed to online self service or GiffGaff employee moderation).The average response time for any question posted in the forum (24x7) is under 3 minutes and 95% of all questions are answered within an hour. I suspect most Telco call centre customers would still be navigating an IVR after 3 minutes, let along speaking to an agent or having their problem resolved!GiffGaff‘s NPS score is 75 - way above the industry average and approaching that of Google or Apple. They publish their customer satisfaction scores here.GiffGaff have found that the traditional 90-9-1 model of participation (See Michael Wu’s blog for an explanation) has changed with their rewards system. They estimate that they have a 1-25-74 model i.e. a much higher percentage of occasional forum users.DATE: July 13, 2011#telco #tech #smb #community#support #advocate#christine
  • SAY: this company built a program specifically for this purpose … (describe using the context below)Founded in 1999, SolarWinds (NYSE: SWI) provides powerful and affordable IT management software to more than 93,000 customers worldwide – from Fortune 500 enterprises to small businesses. Who is SolarWinds?SolarWinds is rewriting the rules for how companies manage their networks. Guided by a global community of network engineers, SolarWinds develops simple and powerfulnetwork management software and network monitoring software for networks of all sizes. SolarWinds also offers network certification program to become a SolarWinds Certified Professional (SCP).What is thwack?thwack, SolarWinds online community site, was designed by network engineers, for network engineers. thwack is a vibrant, growing community of more than 116,000 IT pros who share a passion for technology. (Elaborate use of Telegens ?)Updated Nov. 15, 2011 (No original case study date given)#community#b2b #IT #computer #software#learn #dialog #support#jaimyWhen they went public in 2009, part of their investor pitch was Thwack as THE thing that makes the company strong … due to our customer loyalty … competitive advantage. Shows the real potential of these strong customer relationships.Transition: That was a lot of examples in a short period of time. Here’s a summary …
  • Read the definition.SAY: The concept of advocate fits with trust data … people trust people like them.Transition: Why bother with developing Advocates?
  • Briefly review each phase.Transition: We’ll quickly look at some examples of each phase …
  • ASK: Is anyone aware of MS MVP program? These people are PROUD of being an MVP.SAY: This is not a short-term campaign. Advocates are long-term business partners. This requires a commitment and patience to see benefits. And, you will have to give up some control to advocates.Transition: Therefore, it’s important to define goals and vision up-front …
  • SAY:Define your size goals over time and staff accordingly. As you get better at this you can more efficiently scale over time.Transition: Here’s an example from Dell …
  • SAY: This is what YOU get from THEM. Requirements/criteria to keep status of Advocate.Review this example briefly.Transition: With your program in place, you can start to amplify advocates voices …
  • SAY: Part of the relationship is based on what’s in it for them. Here are some sample benefits for advocates. Companies need to choose/create the benefits that work for them.Review the topic areas briefly.ASK: What benefits do you offer today?Mention: Best advocacy programs are NOT paid roles. Transition: Here are some sample parameters for what the company can expect from an advocate …
  • ASK: Is anybody and Elite Yelper? Describe the experience and what it means to you.SAY: It’s a real badge of honor.Transition: The final step …
  • Read the definition.ASK: Who likes to innovate? SAY: There’s lots of energy for innovation. And, it’s not easy to do.Transition: Here are some good examples …
  • Describe the Foaming dish soap. Makes kids like to do the dishes.SAY: Dawn got 1046 reviews about SOAP! Amazing.Read the negative review.SAY: Dawn is looking for the negative reviews to continue to improve, so they invite new ideas about problems. This is innovation at its best. They have over 1000 data points now. If you want people to tell you how to make a product better, pay attention to the problems.Transition: Here’s how Charles Schwab does it …
  • SOURCE: March 16, 2011<tags>#financial#europe#sweden#facebook#innovate
  • SOURCE: They use a Salesforce platform. (describe using the context below)This was the very first thing Starbucks did in social business. Howard Schultz, when he came back as CEO, said we had lost touch with customers.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”. Charlene’s idea of swiping card to identify favorite drink available. Third favorite idea. Starbucks couldn’t build kiosk infrastructure and they said so. Closed the loop on it.This is not a social media initiative, it’s a social business initiative.ASK: Who owns innovation? Customers do. This is business transformation.Transition: P&G knows that too …<tags>#foodbev<region><country>#community#innovate<market><research area>#charlene
  • Define how open well.
  • Seminarium Peru Speech by Charlene Li

    1. 1 Creating A Successful Social Business Marketing Strategy15 November 2012Charlene Li@charleneli
    2. 2© 2012 Altimeter Group
    3. 3© 2012 Altimeter Group 2011
    4. 4© 2012 Altimeter Group 2011
    5. Social Business is ABOUT RELATIONSHIPS© 2012 Altimeter Group 2010
    6. STRATEGY INTEGRATION FUTURE© 2012 Altimeter Group 2011
    7. 7 Elements of a Coherent Social Strategy Understanding Business Goal Long-term Vision Strategy Roadmap Customers Alignment Organization & Resources, People Risk Management Governance and Skills© 2012 Altimeter Group
    8. #1 Understand Customers: Map Relationships throughout the Dynamic Customer Journey© 2012 Altimeter Group
    9. 9 #2 Align Social with Key Strategic Goals Examine your 2012 & 2013 goals Pick ones where social will have significant impact Then double down© 2012 Altimeter Group
    10. 10 Common Business Goals© 2012 Altimeter Group
    11. 11 #3 Create A Strategic Social Business Vision A short, engaging, inspiring statement of what your ideal customer relationship will look like in the future© 2012 Altimeter Group
    12. 12 Vision Statements Ford’s Social Strategy Vision: To humanize the company by connecting constituents with Ford employees and with each other when possible, providing value in the process.© 2012 Altimeter Group
    13. 13 #4 Strategic framework to guide strategy • Learn: What can be learned from customers and community • Dialog: The nature of our Dialog interactions with customers • Support: How to provide Support support via social channels Learn • Advocate: How to build Advocate advocacy among customers and community • Innovate: Using customer and Innovate community to drive innovation© 2012 Altimeter Group
    14. 14 Analyze initiatives to identify long-term gaps in readiness, as well as immediate opportunities 5.0 High Value, Poor Capability High Value, Highly Capable Immediate Gaps identified in opportunities 4.0 organizational Overall Program Value identified for short- readiness to plan term roadmap long-term execution 3.0 Low Value, Poor Capability Low Value, Highly Capable Track for changes 2.0 in value and Track for changes organizational in value over time readiness over time 0.0 0.0 2.0 3.0 4.0 5.0 Organization Capability (Readiness)© 2012 Altimeter Group
    15. 15 Prioritize Initiatives by Value Created and Capabilities in Place to Execute Value of Initiatives vs. Capability to Execute 5.00 Support 1 Dialog 1 Learn 1 Support 2 Innovate 2 Innovate 1 Advocate 2 4.00 Advocate 1 Support 3 Support 5 Innovate 2 Learn Learn 2 Support 6 Advocate 3 Innovate 3 Support 4 Dialog Overall Initiative Value Advocate 5 Advocate 4 3.00 Learn 3 Support 7 Dialog 3 Dialog 2 Support Dialog 6 Dialog 4 Advocate 6 Advocate Support 8 Learn 4 Innovate Dialog 5 2.00 1.00 0.00 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00 Organizational Capability (Readiness)© 2012 Altimeter Group
    16. Example: Social Business Initiatives, organized 16 by Goals into a 3 Year Roadmap Now – 6 6-12 12-18 18-24 24-30 30-36 Category Initiative months months months months months months Create greater loyalty to drive sales Advocate Initiative Support Initiative Advocate Initiative Advocate Initiative Advocate Initiative Increase share in SMB market Learn Initiative Dialog Initiative Dialog Initiative Advocate Initiative Create four new products Innovate Initiative Innovate Initiative Learn Initiative Reduce customer service costs Learn Initiative Dialog Initiative Support Initiative Support Initiative Support Initiative© 2012 Altimeter Group
    17. 17 #5 Governance and Organization© 2012 Altimeter Group
    18. Sample 3 Year Organizational Evolution 2012 2013 2014 2015 Decentralized Centralized Hub & Spoke Evolve to Multiple Hub & Spoke© 2012 Altimeter Group 18
    19. 19 Need to define role of the Center of Excellence within the context of existing departments Marketing Executive PR Operations CoE CRM SEO© 2012 Altimeter Group
    20. 20 Example: Governance for Programs Launch Initiate & Develop Educate & Review Program Monitor BU develops the program (R) BU launches the program (R) CoE reviews BU decides it needs against guidelines program (R) (A) CoE monitors & measures for impact, suggests CoE checks if improvements (C) CoE provides minimum education if requirements are needed (C) CoE provides met (A) education on guidelines (R) CoE provides education if needed (C) Legal informed about the program (I)© 2012 Altimeter Group
    21. 21 #6 Risk Management© 2012 Altimeter Group
    22. 22 3 #7 People and Skills Require Training Social Executives Strategists Marketing/P Employees R Pros 2012© 2011 Altimeter Group
    23. Social media training is about developing judgment -- and the confidence to use it What you What you Judgment is needed in between should do shouldn‘t do© 2012 Altimeter Group
    24. 24 Technology Selection Comes LAST© 2012 Altimeter Group
    25. 25 The Social Business Strategy Maturity Stages 6. Holistic 5. Strategic 4. Formalized 3. Engagement 2. Presence 1. Planning© 2012 Altimeter Group
    26. © 2012 Altimeter Group
    27. © 2012 Altimeter Group
    28. © 2012 Altimeter Group
    29. © 2012 Altimeter Group
    30. © 2012 Altimeter Group
    31. © 2012 Altimeter Group
    32. STRATEGY INTEGRATION FUTURE© 2012 Altimeter Group 2011
    33. Develop a Relationship throughout the Dynamic Customer Journey© 2012 Altimeter Group
    34. 34 How Intel paid Influencers to ignite earned, and drive traffic back to owned 121 Pieces of content created by influencers 24Influencers commissioned to create content 1.1m Social interactions The company paid influencers to share content 9,314 Average actions per Across their piece of content networks© 2012 Altimeter Group
    35. 35 Intel‘s iQ Social Publishing an industry first for integrated media curation The iQ experience, while still in beta, is comprised around social algorithms that curate content shared by Intel employees as well as owned and industry content. It is then filtered through a touch design based on the insights generated through all data in aggregate.© 2012 Altimeter Group
    36. 36 Use analytics to accurately reflect the Dynamic Customer Journey Traditional Attribution Dynamic Attribution Model Model© 2012 Altimeter Group
    37. 37 Intel among the first to reorganize… merging social media team with global media team “Why does this make sense? I found we were having similar conversations across teams. For the past several years, I have been encouraging every opportunity for them to work as one, sharing information and insights — driving cross media opportunities with our partners and thinking about a new world where the idea of “paid” or transactional media dissolves.”© 2012 Altimeter Group
    38. 38 Digital Paid, Owned, and Earned media Display, banner ads Corporate website Sponsored posts, ads Microsites PPC ads Corporate blog Pay per post blogging© 2012 Altimeter Group
    39. 39 Visualizing Paid, Owned, and Earned Paid Owned Earned  Requires media buy  Owned or controlled  User-generated content but does not require surrounding brand media buy© 2012 Altimeter Group
    40. 40 Investment in Earned and Owned increases in 2012 Source: Society of Digital Agencies (SoDA) via eMarketer, 2012© 2012 Altimeter Group
    41. STRATEGY INTEGRATION FUTURE© 2012 Altimeter Group 2011
    42. 42 My smartphone isn‘t very smart Who do I talk with most Prioritize my Add travel time Respond to quickly contacts based based on my Or ignore completely on behavior locations© 2012 Altimeter Group
    43. In the internet of things, data is the new currency Ubiquitous sensors Real-time algorithms Ubiquitous experiences© 2012 Altimeter Group
    44. 44 Ubiquitous sensors collect data everywhere ―We are not going to design anything fragmented — it has to be integrated.‖© 2012 Altimeter Group
    45. ‗Smart Pajamas‘ is just one of many wearable sensor use cases© 2012 Altimeter Group
    46. 46 Detect and understand motions – and emotions© 2012 Altimeter Group
    47. 47 Google‘s Car is the future, but lower insurance rates exist today© 2012 Altimeter Group
    48. 48 Data and Insight Will Be Everywhere And Autonomous© 2012 Altimeter Group
    49. 49 What do you really know about your customers? 25-55 years old, married, kids, working, graduate degree, reads Real Simple & Wired© 2012 Altimeter Group
    50. 50 What would you do with a Watson in your pocket? ―By the end of this decade, the equivalent of Watson will fit in our pocket.‖ – Dr. John Kelly© 2012 Altimeter Group
    51. 51© 2012 Altimeter Group
    52. Social Business is ABOUT RELATIONSHIPS© 2012 Altimeter Group 2010
    53. © 2012 Altimeter Group
    54. 54 Marketing in The Era of Social Technologies15 November 2012Charlene Li@charleneli
    55. Social Business is ABOUT RELATIONSHIPS© 2012 Altimeter Group 2010
    56. 56 Peru is in the top ten most engaged markets Source: ComScore Media Matrix, October 2011© 2012 Altimeter Group
    57. © 2012 Altimeter Group
    59. 59 Five Categories of Social Business Initiatives Dialog Support Learn Advocate Innovate© 2012 Altimeter Group
    60. 60 Five Categories of Social Business Initiatives Dialog Support Learn Advocate Innovate© 2012 Altimeter Group
    61. 61 Definition of Learn Using social technologies to listen and learn and discover what customers and prospects are already saying.© 2012 Altimeter Group
    62. 62 Track brand mentions with basic tools What would happen if every employee could learn from customers?© 2012 Altimeter Group
    63. 63 Paid services provide monitoring Other providers: Attensity Converseon Crimson Hexagon Lithium NetBase Networked Insights NM Insite Topsy Simply Measured Sysomos Visible Technologies And many others From Salesforce Radian6© 2012 Altimeter Group
    64. 64 Radian6 powers Dell‘s Social Media Listening Command Center Dell uses Salesforce Radian6 to power its social media monitoring of over 25K customer conversations on the social web.© 2012 Altimeter Group
    65. 65 Centralized hubs can be basic but effective NVIDIA set up a Social Media Command Center with a few monitors Courtesy Nvidia© 2012 Altimeter Group
    66. 66 Five Categories of Social Business Initiatives Dialog Support Learn Advocate Innovate© 2012 Altimeter Group
    67. 67 Definition of Dialog Using social technologies to initiate or respond to conversations in social channels© 2012 Altimeter Group
    68. 68 Engage in conversations© 2012 Altimeter Group
    69. 69 Spain Tourism used multiple channels to encourage dialog and sharing© 2012 Altimeter Group
    70. 70 Have continuous, not episodic, dialog Boeing launched this blog as ―an experiment‖ in 2005. Randy Tinseth, VP of Marketing, posts about the company and its planes in a conversational and personal manner.© 2012 Altimeter Group
    71. 71 Challenge: Create an authentic, local neighborhood experience when you have over 2000 locations© 2012 Altimeter Group
    72. 72 Applebee‘s supports 7000 employees in 1K locations to monitor and respond in social media Source: Expion, Disclosure: An Altimeter client© 2012 Altimeter Group
    73. 73 Implementation from corporate to local: How Farmers can transmit knowledge to the local level Applebees social strategist trained Corporate in-person on tool, developed strategy with insights Strategist trains entire field marketing team (responsible for Regional company and franchise markets) Corporate holds 90 min training Local sessions in regional meetings for all local restaurant managers© 2012 Altimeter Group
    74. 74 What it looks like: National brand engaging locally© 2012 Altimeter Group
    75. 75 Five Categories of Social Business Initiatives Dialog Support Learn Advocate Innovate© 2012 Altimeter Group
    76. 76 Definition of Support Assisting your customers directly, or by facilitating peer-to-peer support, via social technologies© 2012 Altimeter Group
    77. 77 Vodafone Italy and Spain take separate, effective approaches to online support© 2012 Altimeter Group
    78. 78 Metro Madrid gives real time route updates, is responsive to customer feedback© 2012 Altimeter Group
    79. 79 GiffGaff mobile customers rewarded for support activities through payback system GiffGaff, a small UK-based mobile virtual network operator with only 14 employees, has no call center. Instead, the community receives pre-pay credits and badges for contributions. The community answers 50% of customer questions. The average response time is 3 minutes.© 2012 Altimeter Group
    80. 80 SolarWinds‘ customers self-support in its Thwack community Thwack was designed as a strategic asset from the start© 2012 Altimeter Group
    81. 81 Five Categories of Social Business Initiatives Dialog Support Learn Advocate Innovate© 2012 Altimeter Group
    82. 82 Definition of Advocate Recruiting an ―unpaid army‖ of highly engaged fans to promote your brand through social technologies© 2012 Altimeter Group
    83. 83 5-Phase Approach: Formalizing an Advocacy Program Phase 1: Phase 2: Phase 3: Phase 4: Phase 5: Get Ready Identify Build Amplify Foster Internally Advocates Relationships Voices Growth© 2012 Altimeter Group
    84. 84 Get Ready Internally: This is a long-term program Microsoft‘s 4,000 strong MVP program sees them as long- term business partners.© 2012 Altimeter Group
    85. 85 2 Staff Sample: Program Size Ratio: 1:100 Ratio of Dedicated Staff to # of Advocates 200 Scale in efficacy as program matures, due to specialized and more 150 efficient staff; optimized processes; as well as the types of programs 1.5 Staff # of Advocates Ratio: 1:50 which are initiated. 100 200 .75 Staff Ratio: 1:33 50 75 25 0 Year 1 Year 2 Year 3 #socialadvocate© 2012 Altimeter Group
    86. 86 Sample: Advocate Contributions 1. Term length: 1 year 2. Post blog badge 3. Participate in private advocate community – X times per month TBD 4. Post original blog content – X times per quarter TBD 5. Participate in existing communities, e.g. answering support questions – X times per quarter TBD 6. Provide customer experience feedback and advocacy program feedback – X times per quarter TBD, or on as needed basis #socialadvocate© 2012 Altimeter Group
    87. 87 Sample: Advocate Benefits Recognition Access Community Schwag 1 consumer Featured in Private Monthly gift events per campaigns community basket year Content 1 pre- Dedicated aggregation briefing per community on website year manager National Blog badge events case by case #socialadvocate© 2012 Altimeter Group
    88. 88 Yelp‘s Elite program uses a public blog to showcase get-togethers and recruit© 2012 Altimeter Group
    89. 89 Five Categories of Social Business Initiatives Dialog Support Learn Advocate Innovate© 2012 Altimeter Group
    90. 90 Definition of Innovate Using social technologies to source and collect customer feedback on current or future products and services© 2012 Altimeter Group
    91. 91 Reviews provide rich data on how to improve© 2012 Altimeter Group
    92. 92 Danish bank ask for help to improve mobile banking on Facebook© 2012 Altimeter Group
    93. 93 Starbucks involves 50 people around the organization in innovation Tens of thousands of customers have submitted, commented, and voted on ideas at My Starbucks Idea. As of March 2012, more than 200 have been implemented.© 2012 Altimeter Group
    94. STRATEGY ORGANIZATION PREPARATION© 2012 Altimeter Group 2011
    95. 95 Meeting the needs of Dynamic Customers requires Adaptive Organizations Rigid Organizations Adaptive Organizations© 2012 Altimeter Group
    96. 96 Marketing extends to all parts of the organization Sales Service Executives Marketing Product© 2012 Altimeter Group
    97. 97 Culture and Leadership are the lynchpins of social media success Authenticity Transparency© 2012 Altimeter Group
    98. 98 Build Trust Before A Crisis Hits© 2012 Altimeter Group
    99. FedEx‘s Response: Sincere but didn‘t 99 resonate© 2012 Altimeter Group
    100. Have the Courage To Take the Leap Into Relationships© 2012 Altimeter Group 2011
    101. Develop the ability to give up the need to be in control© 2012 Altimeter Group 2011
    102. 102 Open Leadership Having the confidence and humility to give up the need to be in control, while inspiring commitment from people to accomplish goals© 2012 Altimeter Group 2011
    103. 103 Leaderships means having followers ―Leadership is a relationship between those who aspire to lead and those who choose to follow.‖ - From ―The Leadership Challenge‖© 2012 Altimeter Group
    104. Redefine what it means to be a leader© 2012 Altimeter Group 2010
    105. “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.” - Marc Benioff, CEO of© 2012 Altimeter Group 2010
    106. STRATEGY ORGANIZATION PREPARATION© 2012 Altimeter Group 2011
    107. 107 #1 Prepare your Organization for Social Business© 2012 Altimeter Group
    108. 108 Assess Your Readiness and Capabilities© 2012 Altimeter Group
    109. 109 #2 Ask the Right Questions about Value “We tend to overvalue the things we can measure, and undervalue the things we cannot.” - John Hayes, CMO of American Express© 2012 Altimeter Group 2011
    110. 110 #3 Create a Culture of Sharing© 2012 Altimeter Group
    111. 111 #4 Discipline and process are crucial Source: ―H&R Block‘s Response Process‖ David Armano, Edelman 2010© 2012 Altimeter Group
    112. 112 #5 Master the Art of Failure No relationships are perfect Google‘s mantra: “Fail fast, fail smart”© 2012 Altimeter Group 2011
    113. 113© 2012 Altimeter Group 2011
    114. Social Business is ABOUT RELATIONSHIPS© 2012 Altimeter Group 2010
    115. © 2012 Altimeter Group
    116. 116 #2 Ask the Right Questions about Value “We tend to overvalue the things we can measure, and undervalue the things we cannot.” - John Hayes, CMO of American Express© 2012 Altimeter Group 2011