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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.

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 Dot.com 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
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  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
  58. INITIATIVES ORGANIZATION PREPARATION© 2012 Altimeter Group 2011
  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 Salesforce.com© 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

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