Download as PDF, PPTX
![EXISTING KPI's [impossible to measure accurately and di!cult to se the relevant value from]
45% 25% 15% LEADS
45% should be more
positive to the brand
50% 70%
25% should be more
interested in booking a new
trip
(revenue and redemption)
15% shall have knowledge
about the advantages of
the bonus program incl.
Partnerships.
Create new leads/members
to bonus program
50% of the target group
should have read the
magazine/content
70% have a high liking
SUGGESTED ADDITIONAL DIGITAL KPI's
CLV SHARE
OF FLIGHTS
(LOYALTY)
FLIGHTS
BONUS
PROGRAM
USAGE
Increased Customer Life
Time Value (membership)
NEW
BUSINESS
MODELS
SALES
Increased loyalty (of the times
you fly, how often do you fly with us)
Increased number of flights
(travels) pr. customer
(proactivity)
Increased usage of bonus
points and partners
Revenue from new digital
business models and
number of partnerships
Sales / growth
LEADS
Create new leads/members
to bonus program
WWW](https://image.slidesharecdn.com/chatcontentorsocialselling-howdowemeasurethevalueofsocialmedia-140909040213-phpapp01/75/How-do-we-measure-the-value-of-social-media-41-2048.jpg)
![ROADMAP 01.01.2014 - 30.06.2015
2013-Q1 2013-Q2 2013-Q3 2013-Q4 2014-Q1 2014-Q2 2014-Q3 2014-Q4 2015-Q1 2015-Q2 2015-Q3 2015-Q4
Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov. Dec.
Milestones
Type
Customer Satisfaction
Text detailing goal definition
Platform/Channel/Arena X
Projects connected to platform X
Platform/Channel/Arena Y
Projects connected to platform Y
Platform/Channel/Arena Z
Projects connected to platform Z
Project Title [Start date - End Date]
Further explanation on the project
xyz
xyz
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
xyz
xyz
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
xyz
xyz
xyz
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Goals
Platforms
Eval. Eval. Eval. Eval. Eval.
Type
Type
Type
Type
Type
Type
Type
Type
Type
Type
Type
Type
Company - project title
Client representative
Type
Type
Type
Brand Awareness
Text detailing goal definition
Product Awareness
Text detailing goal definition
Sales
Text detailing goal definition
xyz
xyz
xyz
xyz
xyz xyz
xyz
xyz
xyz
xyz
xyz
xyz
xyz
xyz
xyz
xyz
xyz
xyz
xyz
xyz
xyz
xyz
xyz
xyz
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
Project Title [Start date - End Date]
Further explanation on the project
HELGE TENNØ
TOOL
PLANNING
AND
EXECUTION
CUSTOMER INSIGHT, SALES,
MARKETING, PRODUCT
DEVELOPMENT, LOYALTY, ETC.
- CAN ALL BE ENABLED BY
DIRECT AND INDIVIDUAL
CONTACT WITH CUSTOMERS,
THEIR INVOLVEMENT AND
PARTICIPATION. THE
ROADMAP OFFERS AN
OPPORTUNITY TO PLAN,
EXPLAIN AND VISUALIZE HOW
ALL THESE CAN BE WORKING
TOGETHER OVER TIME AND
JOINTLY CREATE NEW
BUSINESS VALUE ...
GET IN TOUCH ON
MILESTONES
BUSINESS
GOALS
ACTIVITIES
& PLATFORMS
TIMELINE](https://image.slidesharecdn.com/chatcontentorsocialselling-howdowemeasurethevalueofsocialmedia-140909040213-phpapp01/75/How-do-we-measure-the-value-of-social-media-43-2048.jpg)
Uploaded byHelge Tennø
How do we measure the value of social media?
The document emphasizes the importance of customer participation for enhancing business value and customer loyalty, suggesting that proactive engagement with customers is more beneficial than traditional word-of-mouth approaches. It also highlights challenges that CEOs face, particularly the need for greater customer insight amidst increasing complexity in the business environment, while underlining the necessity of adapting to digital transformation. Additionally, it discusses how understanding customer behavior can help identify business opportunities and improve measurement metrics for success.
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How do we measure the value of social media?
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- 3. "The implications ofour findings are that fostering customer participation can be very profitable and that companies are better off when they emphasize customer participation over word of mouth, as opposed to the reverse. Our study of the retail bank mentioned earlier suggests that customer activity directed toward the company creates more customer “stickiness” (greater attachment and commitment) than customer-to-customer activity." Source: http://sloanreview.mit.edu/article/why-customer-participation-matters/ ENGAGEMENT AND WORD-OF-MOUTH IS GOOD, BUT THE BEST VALUE CREATION IS ACHIEVED FROM PARTICIPATION AND COLLABORATION WITH CUSTOMERS. WWW
- 4. Companies routinely investin technology, and too often feel they get routine results. Technology’s promise is not simply to automate processes, but to open routes to new ways of doing business. 78% of respondents, achieving digital transformation will become critical to their organizations within the next two years. However, 63% said the pace of technology change in their organization is too slow. The most frequently cited obstacle to digital transformation was “lack of urgency.” MIT Sloan Management Review http://sloanreview.mit.edu/projects/embracing-digital-technology/ WWW
- 5. "EVERYTHING AROUND YOUTHAT YOU CALL LIFE, WAS MADE UP BY PEOPLE THAT WERE NO SMARTER THAN YOU. AND YOU CAN CHANGE IT..." - STEVE JOBS - WWW
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- 7. WWW According toa recent global study of 1,500 CEOs conducted by IBM, the biggest challenge those CEOs face is the so called complexity gap. Eight out of 10 expect the business environment to grow in complexity, but fewer than half feel prepared for the change. The research also reveals that CEOs see a lack of customer insight as their biggest deficit in managing complexity. They prioritize gaining customer insight far above other decision-related tasks and rank “customer obsession” as the most critical leadership trait. SOURCE: An Anthropologist walks into a bar... Christian Madsbjerg and Mikkel B. Rasmussen HBR March 2014
- 8. A NEW CHAPTEROF CAPITALISM THE KNOWLEDGEABLE CUSTOMER DISMANTLING THE SALES MACHINE CUSTOMER INSIGHT MULTI-CHANNEL OMNI-CHANNEL THE LEARNING ORGANIZATION ROMI EXTENDED VERSION CONNECTING THE DOTS WWW
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- 11. The illusion ofcapitalism by management - it hasn't proven itself as a brilliant and state - we need to get back to the important stuff - the customers WWW
- 12. / MEANINGFUL theproduct of capitalism by management "THINK ABOUT CUSTOMER SERVICES BEFORE YOU THINK ABOUT THE PRODUCT. SERVICE PROVIDES A CONTINUOUS SOURCE OF INCOME. THE PRODUCT IS WORTHLESS WITHOUT CUSTOMER EXPERIENCE." - Professor Solomon Darwin, Berkeley WWW
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- 26. "THE BUSINESS CULTURE IS USING THE WRONG MODEL OF HUMAN BEHAVIOR. IT IS GETTING PEOPLE WRONG." "ONCE YOU START TRULY UNDERSTANDING PEOPLE'S BEHAVIOR, YOU WILL BEGIN TO SEE YOUR BUSINESS LANDSCAPE WITH A NEW CLARITY. YOU WILL RECOGNIZE NEW OPPORTUNITIES AND IDENTIFY THE SOURCES OF OLDER, SEEMINGLY INTRACTABLE CHALLENGES." - THE MOMENT OF CLARITY - CHRISTIAN MADSBJERG AND MIKKEL B. RASMUSSEN WWW
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- 30. the customer journey step 1 CEO Board of Directors C-level STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 STEP 7 STEP 8 STEP 9 STEP 10 STEP 11 STAKEHOLDERS - Management team Marketing and Coms. director John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe STATUS BARRIERS / OPPORTUNITIES John Doe John Doe RELATION PLATFORMS AND SERVICES COMS. XMP XMP XMP XMP XMP XMP XMP situation, opportunities, JobS-to-be-done and activity 1 2 3 4 5 6 7 8 9 10 11 Write here... NOTES ACTIVITIES, CHANNELS AND ARENAS Write here 1:1 XMP XMP XMP SOCIAL MEDIA STEP INTERNAL EXTERNAL Hired conultants John Doe John Doe John Doe John Doe John Doe John Doe John Doe John Doe Write here... Write here... Write here... Write here... Write here... Write here... Write here... Write here... Write here... XMP XMP XMP XMP XMP XMP XMP XMP XMP XMP XMP XMP XMP XMP XMP Write here Write here Write here Write here Write here Write here Write here Write here Write here Write here B. WHAT IS THE CUSTOMER TRYING TO ACHIEVE? - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum C. BASED ON (B) WHICH JOB IS THE CUSTOMER HIRING THE COMPANY FOR? - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum XMP XMP D. WHAT ARE WE OFFERING THE CUSTOMER? - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum XMP XMP E. WHERE AND HOW ARE WE OFFERING THIS? - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum XMP XMP XMP XMP - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum XMP XMP XMP FEEDBACK FROM WORKSHOP - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum TETT OPPFØLGING MØTE-SERIER - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum - Lorem Ipsum XMP XMP XMP XMP XMP XMP WWW
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- 33. CUSTOMER HYPOTHESIS ANDINDUSTRY DRIVEN BLIND APPROACH RUNNING TOGETHER WITH THE CUSTOMERS LAUNCH WWW
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- 35. WWW IMAGE BYLAUREN MANNING ON FLICKR.COM
- 36. WWW M+HOW ISSOCIAL CHANGING ROMI? GAME THEORY BY ROBIN HUNICKE: D=A THE MECHANICS THE DYNAMICS THE AESTHETIC FUNCTIONAL & WHAT HAPPENS WHEN THE RESULT EMOTIONAL PEOPLE INTERACT WITH IT IMAGE BY LAUREN MANNING ON FLICKR.COM
- 37. EVERY TIME YOUSOLVE A PROBLEM YOU CREATE A PROBLEM - Kevin Slavin - measuring the value of any new capacity with old means only gives us one more fork to eat the same pie with. social media is not about efficiency of time, reach or scale - it's a platform giving companies brand new tools - to solve brand new challenges. And to be able to do that it needs to be measured with brand new measurements... PHOTO BY KRIS KRUG FOR #POPTECH ON FLICKR.COM WWW
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- 40. customer life timevalue MND GWh 23.1 / 32 11.1 / 91 31 / 32 WWW
- 41. EXISTING KPI's [impossibleto measure accurately and di!cult to se the relevant value from] 45% 25% 15% LEADS 45% should be more positive to the brand 50% 70% 25% should be more interested in booking a new trip (revenue and redemption) 15% shall have knowledge about the advantages of the bonus program incl. Partnerships. Create new leads/members to bonus program 50% of the target group should have read the magazine/content 70% have a high liking SUGGESTED ADDITIONAL DIGITAL KPI's CLV SHARE OF FLIGHTS (LOYALTY) FLIGHTS BONUS PROGRAM USAGE Increased Customer Life Time Value (membership) NEW BUSINESS MODELS SALES Increased loyalty (of the times you fly, how often do you fly with us) Increased number of flights (travels) pr. customer (proactivity) Increased usage of bonus points and partners Revenue from new digital business models and number of partnerships Sales / growth LEADS Create new leads/members to bonus program WWW
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- 43. ROADMAP 01.01.2014 -30.06.2015 2013-Q1 2013-Q2 2013-Q3 2013-Q4 2014-Q1 2014-Q2 2014-Q3 2014-Q4 2015-Q1 2015-Q2 2015-Q3 2015-Q4 Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov. Dec. Milestones Type Customer Satisfaction Text detailing goal definition Platform/Channel/Arena X Projects connected to platform X Platform/Channel/Arena Y Projects connected to platform Y Platform/Channel/Arena Z Projects connected to platform Z Project Title [Start date - End Date] Further explanation on the project xyz xyz Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project xyz xyz Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project xyz xyz xyz Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Goals Platforms Eval. Eval. Eval. Eval. Eval. Type Type Type Type Type Type Type Type Type Type Type Type Company - project title Client representative Type Type Type Brand Awareness Text detailing goal definition Product Awareness Text detailing goal definition Sales Text detailing goal definition xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz xyz Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project Project Title [Start date - End Date] Further explanation on the project HELGE TENNØ TOOL PLANNING AND EXECUTION CUSTOMER INSIGHT, SALES, MARKETING, PRODUCT DEVELOPMENT, LOYALTY, ETC. - CAN ALL BE ENABLED BY DIRECT AND INDIVIDUAL CONTACT WITH CUSTOMERS, THEIR INVOLVEMENT AND PARTICIPATION. THE ROADMAP OFFERS AN OPPORTUNITY TO PLAN, EXPLAIN AND VISUALIZE HOW ALL THESE CAN BE WORKING TOGETHER OVER TIME AND JOINTLY CREATE NEW BUSINESS VALUE ... GET IN TOUCH ON MILESTONES BUSINESS GOALS ACTIVITIES & PLATFORMS TIMELINE
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