Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Becoming a social business

12,929 views

Published on

Richard Margetic, Dell Director Global Social Media, presentation on how Dell became a social business.

Published in: Economy & Finance
  • Be the first to comment

Becoming a social business

  1. 1. Becoming a Social BusinessITSMA December 4, 2012Richard Margetic, Dell Director, Global Social Media
  2. 2. Our Journey to Becoming a Social BusinessDell saw Social Media as an opportunity to build and furthernurture customer relationships through listening to, andengaging with, customers in meaningful ways.• Realization: Social was impacting many parts of the business• Challenge: Establish a framework that could scale across the business• Solution: Define a platform-agnostic strategy, a governance model to manage, a communication system to educate / inform, an insights program to measure impact and a culture that embraces it Global Marketing
  3. 3. More than six years of social media experienceFebruary 2006 March 2008 June 2009 DellMichael Dell asked February 2007 Accepted Solutions Global Twitter namedWhy don’t we reach out and help revenues of Altimeter IdeaStorm launched launched on Community recognized Dell the No.bloggers with tech support issues? $6.5 M A voting based site allowing Dell France begins Online with “Open 1 most customers and others to Community Outreach submit ideas for Dell. May 2008 Leadership Award social Dell Outlet achieved for Innovation and brand Execution” October 2007 $0.5M in sales via Twitter Michael Dell quoted in Business March Week 2010 December 2006 In response to Jeff Jarvis question around Dell Ratings and whether companies want to be part of the online conversation: ”My argument is you joins reviews launched January 2009 absolutely do. You can learn from them. You Sina on Dell.com can improve your reaction time. And you can Dell Organizes June 2009 Weibo be a better company by listening and being into four involved in that conversation.” $2M+ Sales in December 2010 customer via Twitter China Social Media focused Listening business units Command Center launched 2006 2007 2008 2009 2010 2011 2012 July 2006 Direct2Dell launched June 2007 2009 Social Media & Today Direct2Dell exists in Dell joined Twitter June 2008 Dell TechCenter Community English, Spanish, Norwegian, Channel University (SMaC U) Japanese and Chinese. EmployeeStorm blog Spring 2009 launched launched January 5,000 team 6 Awards for the launched Members of December Internal Blogs Launched 2008 members trained by Social Media Listening for Employees. Community 2009 Dell aligns end of year Command Center and Huffington organization Conversations Post Blog January 2007 for success StudioDell launched deployed B2B pages on November 2007 within each of Dell’s video and podcast site, with Facebook helpful tips and tricks. Eventually DellShares the new DellAugust 2006 expanding this into the YouTube launched Business unitsBlog outreach channel making sharing easier. The first investor April 2008expanded beyond relations blog by a Inside IT launched public company. Blog focused on business June 2010tech Support customers, and Cloud CAP Days launched Computing. In-person events for vocal online customers 3 Global Marketing
  4. 4. Realization Global Marketing
  5. 5. Marketingbefore itbecameformalIntimate,customerconnections5 Global Marketing
  6. 6. 2005-2006 • Companies viewed customer support and marketing as primarily one-way. • Marketing by Dell, its competitors and business in general involved traditional use of mass media.• Thousands of conversations about Dell and related topics of interest 4,000 online conversations• Conversations rich with valuable insights per day• Various parts of the business impacted regarding Dell• Online traffic/time spent shifting to social• No Dell voice Global Marketing
  7. 7. Challenge Global Marketing
  8. 8. Meeting the Opportunity• Shifting from one way communications to conversations• Undefined benefits from investing in social – Belief in social media impact will only get us so far• Incremental resources needed – How do you justify shifting roles to social media management?• Solve the complexity of coordination across multiple business units and regions – Conversations were around products, customer issues, technology trends, sales and more Global Marketing
  9. 9. Solution 1. A platform-agnostic strategy 2. A governance model to manage and scale 3. A communication system to educate and inform 4. An insights program to measure impact 5. A culture that embraces it Global Marketing
  10. 10. Solution 1. A platform-agnostic strategy 2. A governance model to manage and scale 3. A communication system to educate and inform 4. An insights program to measure impact 5. A culture that embraces it Global Marketing
  11. 11. All social activities share the same roots Global Marketing
  12. 12. Smart business fundamentals never change12 Confidential Global Marketing
  13. 13. Social roots+ business fundamentals core social business strategy Global Marketing
  14. 14. Foundation of social strategy:Focus on Value Drivers Value to Customers Value For DellSocial connections meet variety of needs Social connections create potential for tangibleacross customer segments, and enable impact against Dell’s key value drivers …customers to … 1. Make meaningful Marketing Spend • Brand awareness connections based on Efficiency • Lead generation shared interests • Net Promoter Score • Unique visitors Traffic • Visits/page views 2. Express themselves • Leaks in purchase Conversion Rate path 3. Receive exclusive rewards • Average order and recognition Basket Size value Customer • Retention 4. Get advice, validation, and Lifetime Value • Profitability assurance about decisions • Support Cost Savings • Sales and marketing 5. Solve a specific problem (their own or someone Customer else’s) Insights to Drive • Indirect R&D savings Innovation Global Marketing
  15. 15. Integrate where Customer & Business Value arerealized across all business functionsProduct Development Marketing Online Presence• Feedback Loop • Demand Forecast • Ratings & Reviews• Early Warning • Lead Generation • Communities• New Product • Message Reach • Customer Stories Ideation Sales Customer Service Communication• Collaboration • Listening • Rich Media• Thought Leadership • Support Widgets • Brand Reputation• Blogs • Outreach • Influence • Reputation Global Marketing
  16. 16. Listening to Be A Better Business, across the Business16 Confidential Global Marketing 3/21/2
  17. 17. IdeaStorm Purpose Our goal through IdeaStorm is to give our customer an avenue to share their ideas on Dell Products, Services and Operations. Statistics • 60,000+ User Accounts • 18,000+ Ideas • 739,000+ Votes • 97,000+ Comments • 520+ ideas Implemented Value • Revenue from IdeaStorm members is ~50% higher than non-members • Purchase frequency is 33% higher • Higher Lifetime Value 17
  18. 18. Solution 1. A platform-agnostic strategy 2. A governance model to manage and scale 3. A communication system to educate and inform 4. An insights program to measure impact 5. A culture that embraces it Global Marketing
  19. 19. Governance: Facebook Reinvention turned a jungle into a tended garden 2008, a search for Dell on Governance reduced the Facebook returned 485 number of official and non- results, including official Dell pages, deleting abandoned, off-brand, noise & bringing focus to unmonitored sites high priority Dell initiatives.  Agreed upon governance model  Governance process rolled out to all social – To contain unbridled proliferation of sites media platforms that would harm the brand – Processed ~1,000 social media requests to  Consistent brand date, – To stay ensure alignment  Cross-segment core team established to ensureResults  Taxonomy framework Today interlocks and alignment – To know where any new site fits and – Extended team exceeds 50 weekly improve user experience members  Standardized tools  Agreed upon core social strategy – To minimize launch churn, maximize – Enables establishing presence in new efficiencies by leveraging BIC functionality platforms friction-free (Google+, Tumblr)  Shared agency  Embedded tracking – To maximize spend, avoid churn and stay – Ensures all accounts in compliance are aligned tracked effectively19 Global Marketing
  20. 20. SMaC Governance ReportingSocial Media Requests Social Media Fans & Followers by Platform 60 Pinterest 50 40 Slideshare 30 Consumer YouTube 20 LE 10 Qzone 0 SMB Corporate/Global LinkedIn Google+ Sina Processed Launched Sunset Declined Feb-11 Apr-11 RenRen Jun-11 Aug-11 Oct-11 Dec-11 Feb-12 Apr-12 Jun-12 Tencent Weibo Aug-12 946 711 101 103 Oct-12 TwitterCompliance Social Media Fans & Followers by Region• 128 Issues were reported• 105 Pages were taken down 6,000,000• 23 are Pending verification 5,000,000 4,000,000 NARC Report 3,000,000 2,000,000 Processed Launched Sunset 6% 1,000,000 40% - 54% NA APJ Global EMEA LATAM Series1 5,301,1 4,918,0 1,345,0 742,274 449,144
  21. 21. Customer ExperienceSocial Outreach Team Formed March 2006Team begins by just listening and monitoring earned social.Tech support experts were then hand-selected for their techproblem-solving expertise andsuperior interpersonal skills.When pointed at owned social, ournegative sentiment in Facebookwas halved in the first two monthsTodayOn average, the team addresses3,000 posts a week in 11 languages – 98% resolution rate – 45% ranters to ravers Global Marketing
  22. 22. Solution 1. A platform-agnostic strategy 2. A governance model to manage and scale 3. A communication system to educate and inform 4. An insights program to measure impact 5. A culture that embraces it Global Marketing
  23. 23. Educating Employees:Social Media & Community University Principles Policy Processes Training & tools Global Marketing
  24. 24. SMaC U Today• > 12,000 employees trained• > 7,000 employees certified• We train globally in 55+ countries – Focus on regions where our largest marketing, sales and product teams exist• Launched a Training Ambassador program, where certified employees may apply to teach on behalf of the University.• SMaC Champions: Certified employees given a list of social activities that they can participate in. One is crowdsourced translations of social media content. Global Marketing
  25. 25. Social Media Playbook• Designed for Dell Marketers & individuals responsible for planning & operationalizing social media Social• Helps you Media plan, build, execute, measure & syndicate social media Playbook strategies• Provides tools for creating KPI’s & measuring business value• Includes helpful templates, checklists and worksheets25 Confidential Global Marketing
  26. 26. Solution 1. A platform-agnostic strategy 2. A governance model to manage and scale 3. A communication system to educate and inform 4. An insights program to measure impact 5. A culture that embraces it Global Marketing
  27. 27. Measuring Owned Global Marketing
  28. 28. Measuring Earned Global Marketing
  29. 29. Insights• Social media engagement improves Dell’s reach and share of voice in the marketplace• There is a causality between social media activity and engagement leading to Dell purchases• Social media engagement positively attributes to demand generation• Social media support improves sentiment, which correlates with higher customer revenue• Social media engagement keeps Dell and customers connected and that improves loyalty Global Marketing
  30. 30. Solution 1. A platform-agnostic strategy 2. A governance model to manage and scale 3. A communication system to educate and inform 4. An insights program to measure impact 5. A culture that embraces it Global Marketing
  31. 31. Scalable strategy Clear objectives Defined processes = Crisp communications+ Precise measurements Global Marketing
  32. 32. “Engaging in honest, directConclusion conversations with customers and stakeholders is a part of who we are, who we’ve always been. The social web amplifies our opportunity to listen and learn and invest ourselves in two-way dialogue, enabling us to become a better company with more to offer the people who depend on us,” Michael Dell, CEO Global Marketing
  33. 33. Thank You

×