Social Media Strategies - Argentina by Charlene Li


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Presentation by Charlene Li for HSM in Buenos Aires, Argentina, on October 3, 2011

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  • 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
  •!/BancoCentralBR Central Bank of Brazil uses their twitter account to share articles and establish themselves as a primary source of information in the financial sector, but they do not @ reply or engage with their followers directly.
  • Argentina facilitates widespread engagement on the Facebook page through a mix of providing usable interactive content (photos, video, questions), but perhaps more importantly, responding to fan questions/comments in timely manner on an individualized basis.The screen shot shown is a standard mix of content that appears throughout the page. It is broken down by some product announcement, a poll seeking some information from their customers, and then some product usage questions and individual connection with a user. Pantene isn’t afraid to address fans by name and be swift in communication.#dialog#support#facebook#cosmetics#argentina
  • launches a Fiesta campaign in Argentina. They gave the most followed Twitter user at the time a fiesta, 5 days of shooting mini interviews with local celebrities. The individual reach was 250,000 Argentinians on Twitter – at the time half of the country’s entire Twitter population. The challenge was stated as “one car, a low budget and an entire country to notify.” Twitter was the solution. The agency quotes in the video that “sales have exceeded expectations”, but don’t offer any metrics.Argentinian Twitter users could track the mobile campaign, interact with the local celebrities and – and visit the Fiesta on site as it visited different dealerships. Here is a video from the agency who launched the program explaining the campaign: Here is the influencer:!/nachobottinelli. Could not track down screen shots from interactions as this was 2 years ago. Sample of some of the videos here:
  • workspaces inside Socialtext, employees were encouraged to share key documentation around processes, policies, and customer issues. As people update critical business content, they share their work over Socialtext Signals, a secure enterprise microblogging application. Signals has the same look and feel as Facebook's News Feed. After people share a message, they can have a threaded conversation with their colleagues around that piece of content. More significantly, everyone sees this open Question & Answer. So if someone in a different ISS Mexico office had the same question about the paint, they wouldn't have to burden the warehouse with extraneous e-mail communication, answering the same thing over and over. Signals also allows for more fine-tuned information sharing. So in addition to sharing with the entire company, ISS Mexico's social intranet has groups such as IT, Facilities, Executives, Sales and Marketing. They can share a Signal and corresponding with one group, or all of them.#community#dialog#support#socialtext#intranet#mexico#LATAM
  • January to April of 2010, for the launch of their new credit card in the Mexican market, Visa organized a competition calling on participants to show their creativity. Web users had to create a short video showing or explaining why they prefer to pay by credit card rather than cash. Visa developed a platform that united all UGC videos for people to then vote on their favorite. Each week they highlighted the video that had received the most votes and the grand prize winner won a trip for two to South Africa with tickets to the World Cup (Visa was a partner for the event). The social campaign, carried out in Brazil and Colombia, as well, was deemed a success and allowed Visa to gain clients in each of these markets: • 355 fans for the Facebook page « Yopago con Visa débito»• 64 video entries• 28,724 votes• 5,742 votes for the winning video • +19% increase in card payments in Mexico between April and June 201#video#dialog#advocate#campaign#mexico#LATAM
  •!/TELMEXSolucionaTelmex, a Mexican telecommunication GIANT (they own 90% of the telephone lines in Mexico and monopolize the ISP and IPTV markets as well), provides support for customers on Twitter. If they can’t answer a customer’s questions, they either offer them links/phone numbers to contact them or ask for their number and will call them directly. Based on the Tweets I translated, they seem very friendly and professional here.#twitter#support#mexico#LATAM
  • the blog post above: “Movistar Argentina
A SocialCRM example from the region is Moviestar Argentina, an Argentine telecom service provider. According to Hoyos, “Movistar allows customers to cancel a mobile account via Twitter @MovistarArg.“Movistar is able to accomplish this due to the fact that its community managers facilitate conversations. When they need to manage a social media transaction, they have specific integrated processes within their own call center to manage these [social media] transactions. Movistar has its own Social Media Agents to do this. I’ve seen firsthand many Argentine call centers looking for social media solutions that can help manage conversations within that Call Center. Customer service-related issues are the primary drivers of seeking these solutions.Moviestar Argentina’s Twitter handle appears to be purely customer service focused. Every single Tweet is an @ reply to a customer. These replies are tagged with initials (the social media agent) and they are all dealing with specific issues in service. This ‘open’ customer service is not prevalent in many companies or markets. The engagement on the individual continues on the Facebook page: – Movistar also deals with service problems on the Facebook page, but not to the degree that they’ve set Twitter as.
  •!/silva_marinaQuick background: Marina Silva was a Brazilian presidential candidate. Her appeal and reach on Twitter is massive, upwards of 500,000 followers, and sends out Tweets on a daily basis on policy and news, events, and other politically focused content.Support example: This example really takes ‘every vote counts’ to the next level. Essentially, Marina is listing a political roundtable discussion happening and urging participation. Ana, the other person in this conversation is just a native Brazilian with barely any twitter following. She asks Marina when the event is taking place, and without hesitating, Marina provides an answer and additional details. On the following slides Ana will thank Marina for her help and then go on to proclaim something like God Bless!!! (as per google translate)#support#dialog#gov#brazil
  • almost two months from the moment this ¨Challenge¨ started, let us take a look at some of the results:+ 2,090 ideas+ 83,600 votes+ 39,600 comments+ 35,700 usersven when the Challenge has really been a success South American participation was represented by just 70 ideas (3.33% of the total).Screenshot: 259 comments.
  • 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”.<tags>#foodbev<region><country>#community#innovate<market><research area>#charlene
  • I think the frame stopped here in part 1 of the YouTube series is a powerful message. “Fiat stopped to listen.” It’s step 1 in the objectives (learn) and one that permeates through every aspect of the framework. Fiat set out (with help from the agency AgenciaClick Isobar) in unprecedented fashion to launch the first ever crowdsourced car. Fiat built a forum at - really a small social network – that created a workspace for exchange of dialog between Fiat drivers and car designers. Drivers posed and answered questions about features and functions they’d like to see. They told Fiat EXACTLY what they wanted to see via social media. This is the ultimate engagement, and exercise of trust between brand and consumer.More info:
  • As you can see from the graphic above, Mio has generated well over 2 million visits to the social forum, almost 45k comments, and nearly 11,000 ideas submitted to the program. Truly an innovative approach at product development.
  • the article: “Food Extra is a social network to find out where food comes from, created in Argentina. This social network was built to connect food consumers and food producers. Food Extra allows each part of the food chain to interact with each other building trade relationships. On the other hand, Food Extra gives consumers information on how food is processed, as well as where the food comes from.The central concept of Food Extra is food traceability. Food Extra allows its users to get info about the products they consume: data about the company which has processed the product as well as the people involved in production. In addition, users can read, write and share reviews and comments. Once the mobile app launches, a user could conceivably scan an object at the store and receive meta-data populated by information on Food Extra (which is community sourced) about that product.***the appears to be in ‘invite only’ mode still. Although, they’ve left Argentina for the silicon valley. Also, the blog link provides information on a handful of other South American web startups.
  • Define how open well.
  • Social Media Strategies - Argentina by Charlene Li

    1. The Power Of Groundbreaking Social Technologies<br />1<br />Charlene Li<br />Altimeter Group<br />Twitter: @charleneli<br />Email:<br />
    2. 2<br />
    3. OUT ofCONTROL?<br />© 2011 Altimeter Group<br />
    4. 4<br />© 2011 Altimeter Group<br />
    5. 5<br />© 2011 Altimeter Group<br />
    6. It’s time to move past experiments<br />6<br />
    7. It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
    8. 8<br />Agenda<br />Strategy<br />Lead<br />Prepare<br />
    9. 9<br />Agenda<br />Strategy<br />Lead<br />Prepare<br />
    10. Strategy Process Stages<br />10<br />
    11. Strategy Process Stages<br />11<br />Set context <br /><ul><li>Determine key objectives
    12. Level of strategy (corporate, biz unit, brand)
    13. Identify key metrics
    14. Assess readiness</li></li></ul><li>Align social with key strategic goals<br />12<br />Examine your 2011 goals<br />Pick ones where social will have an impact <br />
    15. Objectives differ by level<br />13<br />
    16. Ask the Right Questions about Value <br />14<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 />
    17. Use appropriate metrics at each level<br />15<br />Business metrics: revenue, CSAT, reputation.<br />Social media analytics: Insights, share of voice, resonance, WOM. <br />Engagement metrics: fans, followers, clicks.<br />
    18. 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 />16<br /><ul><li>Communication
    19. Mindset
    20. Roles
    21. Stakeholders
    22. Monitoring
    23. Reporting
    24. Customer Profile
    25. Market Analysis
    26. Processes
    27. Organizational Model
    28. Education</li></li></ul><li>Benchmarking Social Readiness (Before)<br />17<br />December 2009<br />
    29. Benchmarking Social Readiness (After)<br />18<br />April 2010<br />
    30. Strategy Process Stages - Discovery<br />19<br />Collect and prioritize strategic options<br /><ul><li>Metrics-based value assessment
    31. Prioritize against objectives</li></li></ul><li>Evaluate each initiative<br />20<br />
    32. Define Your Strategy With Objectives<br />21<br />
    33. 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
    34. Expertise
    35. Search results impact</li></li></ul><li>Why care about social technologies?<br /><ul><li>62% read user ratings/reviews for business products/services
    36. 62% visit company profiles on social media sites
    37. 55% visit company blogs
    38. 51% participate in online business communities or forums
    39. 49% ask questions on Q&A sites
    40. 29% use Twitter to find or request business-related information </li></ul>Source: 2009 Business Social Media Benchmarking Study(n=2,393) <br />23<br />
    41. People in B2B use social media for work<br />24<br />Source: 2009 Business Social Media Benchmarking Study(n=2,393) <br />
    42. 25<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
    43. Track brand mentions with basic tools<br />26<br />What would happen if every employee could learn from customers?<br />
    44. Integrate monitoring with workflow<br />27<br />Other providers<br />Alterian<br />BrandsEye<br />Buzzmetrics Cymfony<br />Sysmos<br />Visible Tech. <br />From Radian 6, to be acquired by<br />
    45. Go beyond basic monitoring to analytics<br />28<br />Make course corrections nearly real-time.<br />Use predictive analytics to anticipate demand. <br />
    46. Shoppers want to be “known”<br />29<br />I walk into the store<br />Store knows it’s me<br />Give me offers<br />And plans my visit<br />
    47. Community insight platforms<br />30<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 />31<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 September 2004.<br />
    62. The Central Bank of Brazil shares articles on twitter<br />46<br />
    63. Pantene Argentina listens to the crowd, connects with the individual<br />47<br />
    64. Ford targets an influencer, reaches half of Argentina’s Twitter audience<br />48<br />
    65. Encourage commenting to get into the Facebook news feed<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>51<br />Also encourage dialog inside the company<br />
    69. ISS connects distributed work-force with social-powered intranet<br />52<br />“Everyone feels more connected. Socialtext is allowing us to work as a team towards our goals and serve customers more efficiently.”<br />- Erick Vera, Enterprise Social Media Manager<br />
    70. Premier Farnell supports engineers with community, and employees with “OurTube”<br />53<br />
    71. 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 />54<br />
    72. Tivo joined an existing community<br />55<br />
    73. 56<br />Advocacy – A five-phase approach<br />
    74. Tesco engages influencer blogs<br />57<br />Blog post series highlights & drives traffic to blogs by Influencers. Twitter feed encouages engagement too.<br />
    75. Visa’s online video campaign increase card payments 19%<br />58<br />
    76. 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 />59<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. Telmex provides customer support on Twitter<br />62<br />
    80. Ritz-Carlton managers monitor Twitter for real-time service<br />63<br />Property manager helped unhappy honeymooners<br />
    81. DellOutlet supports sales with Twitter<br />64<br />
    82. Movistar’s ‘Social Media Agents’ advance customer support on Twitter<br />65<br />Moviestar has specific social media guidelines and processes in place to facilitate customer service online.<br />
    83. Brazilian politicians provide campaign support via Twitter<br />66<br />
    84. 67<br />Question & Answer sites provide opportunity for support<br />
    85. Q&A encourages dialog too<br />68<br />
    86. iRobot ties discussion boards into customers support<br />69<br />iRobot escalates unanswered questions into support centers<br />
    87. Service Cloud ties social channels back to customer data<br />70<br />
    88. Solarwinds’ community is strategic<br />71<br />
    89. Retailer Best Buy has 2,500 employees providing support via Twitter<br />72<br />
    90. 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 />73<br />
    91. 74<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
    92. Participate in crowdsourcing to understand how it works.<br />Create a culture of sharing and collaboration within the company.<br />Encourage “intrapreneurship”.<br />85% of innovations involve optimizing one parameter.<br />Use social media to collect and prioritize ideas.<br />Reduce “power distance” with open leadership and management.<br />How to encourage innovation<br />75<br />
    93. P&G uses reviews to improve products<br />76<br />
    94. GE asked for ideas from around the globe<br />77<br />
    95. Starbucks involves 50 people around the organization in innovation<br />78<br />Over 100 ideas have been implemented<br />
    96. P&G goes outside for innovation<br />79<br />P&G made outside-in innovation a priority<br />
    97. 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 />80<br />
    98. Fiat Mio, the world’s first crowdsourced car<br />81<br />
    99. Mio by the numbers<br />82<br />
    100. ModCloth has customers merchandise new products<br />83<br />
    101. FoodExtraconnects food consumers and food producers through social<br />84<br />
    102. 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 />85<br />
    103. Strategy Process Stages<br />86<br />Strategy statement<br /><ul><li>What you will do
    104. What you won’t do</li></ul>Scenarios development<br /><ul><li>Implementation roadblocks
    105. Company and leadership implications
    106. Risk identification
    107. Build resilience</li></li></ul><li>What’s the Next Big Thing?<br />87<br />
    108. 88<br />
    109. 89<br />Identify and prioritizing disruptions that matter<br />User Experience<br /><ul><li>Is it easy for people to use?
    110. Does it enable people to connect in new ways?</li></ul>Business Model<br /><ul><li>Does it tap new revenue streams?
    111. Is it done at a lower cost?</li></ul>Ecosystem Value<br /><ul><li>Does it change the flow of value?
    112. 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 />90<br />Understand the supply, demand, and thus, value of Likes as social currency<br />See for Rohit’s take<br />
    113. Likenomics evaluation<br />91<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 />
    114. 92<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 />
    115. Social Search evaluation<br />93<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 />
    116. 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 />94<br />
    117. Big Data evaluation<br />95<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 />
    118. 96<br />4) Game-ification<br />
    119. TurboTax used “games” to encourage sharing and support<br />97<br />Social design can enter training, collaboration, support, hiring<br />
    120. Gamification evaluation<br />98<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 />
    121. 99<br />5) Curation<br />
    122. Curation evaluation<br />100<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 />
    123. Summary of disruptions<br />101<br />
    124. It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
    125. 103<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
    126. OUT ofCONTROL?<br />© 2011 Altimeter Group<br />
    127. 105<br />© 2011 Altimeter Group<br />
    128. 106<br />© 2011 Altimeter Group<br />
    129. 107<br />How to give up control<br />but still be in command<br />© 2011 Altimeter Group<br />
    130. Open Leadership<br />108<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 />
    131. 10 elements of openness<br />109<br />
    132. Explaining strategic decisions<br />110<br />Open book management<br />Managing leaks<br />
    133. 111<br />Updating with every day stuff<br />
    134. Kohl’s has conversations on Facebook<br />112<br />
    135. Open Mic: When people contribute<br />113<br />
    136. Crowdsourcing new Walkers flavour<br />114<br />
    137. Open platforms make it easy to partner and share<br />115<br />Open architecture<br />Open data access<br />
    138. 116<br />Centralized<br />Democratic<br />Distributed<br />Consensus<br />Decision making models<br />
    139. 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 />117<br />Manage complex tasks<br />Organizing for speed<br /><ul><li>65,000 employees
    140. 16 Councils, 50 Boards make strategic decisions
    141. Joint leadership of each group</li></li></ul><li>Determine how open you need to be with information to meet your goals<br />118<br />Openness audit available at<br />
    142. Complete the Openness Audit<br />119<br />
    143. Traits of Open Leaders<br />120<br />Authenticity<br />Transparency<br />
    144. Transparency as an imperative<br />121<br />
    145. How Best Buy became open and social<br />122<br />
    146. Best Buy’s First Social Media Experts<br />123<br />Steve Bendt & Gary Koelling<br />
    147. The Executive Advocate<br />124<br />Barry Judge CMO of Best Buy<br />
    148. Barry’s first post<br />125<br />
    149. The Premier Black Fiasco<br />126<br />6.8 million emails sent instead of 1,000 test<br />
    150. Developing Open Leaders<br />© 2010 Altimeter Group<br />
    151. “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 />
    152. 129<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
    153. #1 Create a Culture of Sharing<br />130<br />
    154. #2 Discipline is Needed to Succeed<br />131<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 />
    155. Five ways companies organize around social media<br />132<br />
    156. Climb the Social Business Hierarchy of Needs<br />133<br />Holistic, <br />Real-time<br />Predictive<br />Enlightenment<br />Empowerment, Cross-Learning, Measurement<br />Enablement<br />Asset Inventory, Best Practice Sharing, <br />Center of Excellence<br />Formation<br />Dedicated Team, Workflow, Crises Preparedness<br />Safety<br />Objectives, Policies, Education, Access<br />Foundation<br />
    157. 100% of Advanced companies allow employees to use social media professionally<br />134<br />
    158. SMPs require constant social media education<br />135<br />
    159. Read the full report, Creative Commons<br />Open Research Report: Social Business Readiness<br />136<br />Methodology<br /><ul><li>63 Interviews and briefings with ecosystem contributors
    160. Survey data from 144 social business programs
    161. Analysis of 50 social media crises</li></li></ul><li>#3 Ask the Right Questions about Value<br />137<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 />
    162. A Framework For Social Analytics<br />138<br />
    163. The new lifetime value calculation<br /><ul><li> Percent that refer
    164. Size of their networks
    165. Percent of referred people who purchase
    166. 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
    167. Frequency and value of the support</li></ul>+ Value of support<br />+ Value of ideas<br />Spreadsheets for all calculations available at<br />
    168. 35% increase in LTV captured<br />140<br />
    169. Find more fans with large networks<br />Encourage fans to make more referrals<br />Make decisions with metrics<br />141<br />
    170. No relationships are perfect<br />Google’s mantra:“Fail fast, fail smart”<br />#4 Prepare for Failure<br />142<br />© 2011 Altimeter Group<br />
    171. 143<br />Create <br />Sandbox <br />Covenants<br />© 2011 Altimeter Group<br />
    172. Structure your risk-taking and failure systems to create resilience<br />144<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 />
    173. 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 />145<br />
    174. It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
    175. 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 />