Accenture PoV: 55m conversations over 55 days - Making Social Media Matter


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Accenture’s latest report analyzes effective social media tactics to help consumer packaged goods (CPG) companies drive higher consumer engagement.
We studied 80 CPG brands (Coke, Nestle, Unilever, P&G, Tesco, Amazon, Walmart) from the athletics, alcoholic beverages, fashion and luxury, food and non-alcoholic beverages, personal care, and snacks and chocolates categories. The selection of brands represent a sampling of brands that are very active in social media, those that are ramping up their social activity, and those that are not yet active.We also monitored the five retailers that are most active in social media.

Overview: Many companies’ social media efforts are not designed to increase sales or even facilitate socializing. Fan pages and brand communities many times look more like broadcast vehicles than interactive social vehicles.

The bottom line is that companies may need to revisit their social media strategy to generate engagement and move from pure social listening capability to derive actionable insights across departments.

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Accenture PoV: 55m conversations over 55 days - Making Social Media Matter

  1. 1. 55 million conversationsover 55 daysA research report analyzing effective social mediatactics for consumer engagementFocus industtry: Consumer Packaged Goods (CPG)
  2. 2. 2Many companies’ social media efforts are not designed to actuallyincrease sales, or even to facilitate socializing. Fan pages and brandcommunities many times look more like broadcast vehicles thaninteractive social vehicles. The bottom line is that companies mayneed to revisit their social media strategy to refocus investmentsto generate engagement and move from pure social listeningcapability to derive actionable insights across departments.Engagement takes many forms. Co-creation contests and gameson social media engage consumers and give them a vehicle tovoice their opinions. From voting on new product flavors toparticipating in video competitions in support of the brand, tooffline scavenger hunts launched online, social media has adistinctive ability to generate engagement. Ideally companiescould create one-to-one relationships with consumers or one-to-many interactions among consumers over a shared pursuit.Either way, social media can increase the flow of conversationand consumers’ engagement with the brand and with each other,making it a uniquely cost effective way to generate input andinfluence new products, offers and marketing approaches.
  3. 3. 3Study MethodologyWith a growing interest from consumerpackaged goods (CPG) companies andretailers keen to listen to and engage withconsumers through social media, Accentureanalyzed the types of conversationsinitiated throughout social communitiesand consumers’ response to each.This report examined:1. The social media activities of top CPGbrands across the globe to see howeffectively they engage with consumers2. The social media activities of the mostactive retailers in the social realm to seehow effectively they engage with consumers3. What CPG companies and retailerscan learn from each other aboutsocial media effectiveness basedon their engagement scores4. Different social media tactics (ads, surveys,contests, discounts) and message tone, styleand length to gage effectiveness of eachBrands monitored:We studied 80 CPG brands from the athletics,alcoholic beverages, fashion and luxury, foodand non-alcoholic beverages, personal care,and snacks and chocolates categories. Theselection of brands represent a sampling ofbrands that are very active in social media,those that are ramping up their socialactivity, and those that are not yet active.We also monitored the five retailers thatare most active in social media. See Figure1 for a sampling of the CPG brands andall five retailers we monitored. Of the CPGbrands we studied, 10 of them consume27 percent of the 55 million conversations(see Figure 2). And the retail brands weexamined consume 40 percent of the 55million conversations (see Figure 3).Period of analysis:The peak 55 days of the 2012-2013 holidayseason, including pre-holiday (November15 – December 24, 2012), during the holiday(December 24-25, 2012), and post-holiday(December 26, 2012 – January 7, 2013).Research group:The research and analysis was conducted byAccenture Interactive, the Accenture CustomerInnovation Network, the Accenture TechnologyLabs and the Social Media Lab withinAccenture’s India Delivery Center network.Research approach:The research and digital consulting teammonitored businessto-consumer socialmedia conversations, including messagesposted by the brands and the consumers’response. We also utilised Accenture’sproprietary asset SNAP for indepthinsight driven analysis coupled withRadian6 social listening and Clarabridge’ssentiment and text analytics software.Figure 1: Sampling of brand activity throughout the study period. Accenture analysisThe spikes represent the communication peaks for the brands overall during the analysis period. Theplacement of the brands on this chart is random and not associated to the time period.15th Nov2012Pre-Holiday During the Holiday Period7th Jan2013Gucci, Nespresso, Magnum, Louis Vuitton, Purina,KitKat, Nivea, Heineken, Nike, Redbull, Dove, Dior, Bacardi,Adidas, Nutella, Corona, Oreo, Lynx, Pringles, Budweiser,Stella Artois, Pepsi, Coca-Cola, SpriteConsumerEngagementHIGHLOWPost-HolidayCPGAmazon, Macy’s, Walmart, Asda, TescoRetailer55m POSTS, 85 BRAND PAGES, 300K COMMENTS, 12m LIKES, 748K SHARES
  4. 4. 4Figure 3:The five mostactive retailers in socialmedia consumedof the 55 million conversationsduring the study40%AmazonWalmartMacy’sTescoAsdaThe top 10 globalCPG brands consumedmore thanof the 55m social conversations27%NikeGucciPepsiOreoNutellaAdidasCirocDiorSkittlesCoca ColaFigure 2:27%73%60%40%
  5. 5. 5Accenture analysis included “paid” media – posts promoted/sponsored by brands including adverts on social media, “owned”media – posts pushed out by the brand – and “earned” media – postsabout the brand from consumers or partners. The “total response”for the social media posts we analyzed was calculated by adding thenumber of “likes” garnered from consumers, the number of timesconsumers shared the post with their network, and the numberof comments per post. In the case of social media ad campaigns,when brands ran multiple waves of an ad, the total engagementscore is the summation of the “total response” for all waves.The engagement scores were calculated using the following formula:Measuring Beyond “Likes”:The True Engagement Score onPaid, Owned and Earned MediaAll CPG and Retailer -Word Cloudwhiteoreoadidasskittlesmoneyjordanmichaelmakesannuallyrevirewsnikeguccifactoryworkersamazonpepsinutellarunningcokerunlookingchangebuy backbullcomesbestredthinkprogramnike+greenciroedealsmalaysialovecombinedvisitorsfeesaffiliateswalmarttescomacyasdaservicesremovalsubjectsitesparticipantstrademarksprovideddesignedcustomersearnappearsinteresting thinkinformationreadlistThe engagement score is an important metric for brands to track.The more consumers that engage with your brand, the more insightsyou can collect about them and their expectations. It’s aboutlistening and then responding to what you hear – aligning to whattarget consumers expect. By changing marketing messages andoffers based on those insights, you can drive increased sales andloyalty. When a consumer becomes a fan of your brand and “likes”,comments on, or shares one of your brand posts, his or her entiresocial network is exposed to the information. If 10 fans engagewith a post, that post can potentially reach 1,300 consumers.*The size of the brand namerepresents the volume ofsocial conversations duringthe study period.Figure 4: Volume of brand conversations, according to Accenture analysis*Based on the average friend count on Facebook, which is 190.
  6. 6. 6In the CPG industry, the traditional approach of relying heavily onretailer data or surveys to understand consumers’ expectations isnot the only or most effective option anymore. CPG companiesshould add social media insights to that point-of-sale (POS) data fora more complete view of target consumers. Social media enablesCPG companies to not only learn more about consumers, butalso engage directly with them and have an ongoing dialogue.It should come as no surprise that our study found CPG brands likeadidas, Coca-Cola, Ferrero, Kit Kat, Nike, Oreo, Pringles and RedBull to be among the 50 most active social media brands in theworld during the holidays. Retailers, such as Amazon, Walmart,Target and Macy’s, also made it on this top 50 list. But our studyfound that the different brands are at varying levels of maturity interms of having a two-way dialogue with consumers. The specificsocial media tactics the brands implemented to engage withconsumers remains the key factor driving their engagement scores.The Research FindingsFinding #1Consumers engaged more actively withsocial media tactics focused on one CPGbrand versus retailer posts focused onmultiple CPG brands offered in their stores.Finding #2Campaigns focused on social and charitablecauses created more conversation aroundthe holidays compared to posts offeringa discount, requesting a survey responseor making a general statement.Finding #3Working the holiday theme into brand postsproved effective. Holiday- or Santa-themedposts, such as those implemented by Macy’s,received a higher response than posts onother topics during the holiday season.Finding #4Campaigns including multimedia content– such as high-quality video, or clearproduct images like those posted byDove hair oil advertisements – were moreeffective than simple text or photo posts.Finding #5An effective way to engage consumers isto make them a part of the social mediacampaign, such as idea-or story-sharing andinnovation sourcing. For example, birthdaycelebration ads from Oreo, Christmastree sharing by Monster Energy fans,and a call to design the future Heinekenbottle were effective campaigns.Finding #6Do not implement a discount campaignwithout being 100 percent ready to deliveron the promise. Address supply chainfulfillment issues up front and describe indetail the process for redeeming vouchers.For example, a few CPG companies offereddiscounts without confirming voucherfulfillment processes in all local participatingstores. And some did not clearly articulatewhich stores were participating in theprogram. This resulted in a lot of noisethroughout the social communities whereconsumers complained about stores refusingthe vouchers, and therefore, doubtedthe credibility of the brand’s offer.Finding #7If you run a social media campaign thatcould go viral, ensure you have a SocialMedia Management System in place todeal with the amount of conversations thatcould occur. For example, several consumerscomplained on brand pages, stating thattheir queries were going unanswered despiterepeated attempts. These queries rangedfrom campaign questions to dissatisfactionwith in-store services during the holidays.Finding #8For CPG brands, ensure you have a digitalstrategy that includes ideas for capitalizingon “earned media” resulting from your retailpartners’ social media campaigns. TraditionallyCPG brands make significant investmentsin trade promotions to influence goodproduct positioning in retail stores. But in amulti-channel world, that approach shouldevolve to also include tactics focused onhow retail partners promote your productson their websites and social media pages.Finding #9Incomplete campaigns or unplanned tacticsare not effective. Engage with people whenyou have a clear strategy, message and goals.In our study, irrelevant messages from a fewbrands resulted in zero “likes” or shared posts,therefore, wasting that opportunity to turna social media post reader into a customeror fan. Throughout the study, all brands wemonitored saw an uplift in their social mediafan base . A few brands saw some existingfans being replaced with new fans. Thisposes a question for brands to answer whenthey formulate their social media campaignstrategy. Do you spend time on new customeracquisition, or focus on retaining a loyal base?Finding #10Be simple, genuine and relevant with socialmedia posts. A concise, simple post, such as“What’s your snow day song?” by Smirnoff had2,064 replies and generated more engagementthan a discount or coupon post, which is onlyapplicable for some products and in somestores. Discounts and coupons could be moreeffective through more targeted channelslike email or direct mail, where you candeliver them to target audience segments forparticular products in particular regions. Useof the advanced personalized offers engineon social media fanbook/Twitter pages isanother option to drive targeted campaignsto different audience segments. Social mediaposts potentially reach a very broad audience,so brands should use messages and tacticsthat are effective for one-to-many marketing.
  7. 7. The Combined Groupof Five RetailersWe StudiedThe Combined Groupof 80 CPG BrandsWe StudiedAll CPG – Total Volume: ~24 600 000 postsAll Retailers – Total Volume: ~30 900 000 postsDate: November 2012 - January 2013Source: Accenture Analysis55% 45%Despite the much smaller number of retailers in our study base, thetotal group of retailers monitored garnered a larger share of voiceduring the holiday season than the total group of CPG companies wemonitored. However, a majority of the retail posts were pushed out bythose retailers, as opposed to being received by consumers. A largerportion of CPG posts came from consumers versus the CPG brandsthemselves.Figure 5: Retail versus CPG brand share of voice, according to Accenture analysis7
  8. 8. CompetitionProductPromotionHolidayThemesGenericInformationEventPromotionGiftSurveyDiscount0 0.5 1 1.5 2 2.5 3 3.5CPG Alcohol BeveragesCPG Snacks andChocolatesCPG Food and NonAlcoholic BeveragesRetailersCPG Fashion and LuxuryCPG SportsCPG Personal CareFigure 6: Brand sector engagement scores by socialmedia tactic, according to Accenture analysisContent Strategies Implemented byGlobal Brands During Peak Holiday SeasonBased on the engagement score, we have divided social mediatactics we studied into “successful” and “less successful”.Successful engagement:Holiday-themed postsProduct promotionsContestsLess successful:Generic InformationEvent promotionsDiscount/VouchersSurveysSee Figure 6.Asking consumers to participate in contests during the holiday seasonwas a clear winner for engaging them in dialogue. On a scale of 0 to3.5, the overall score for consumer participation in contests during thestudy is 3.027. The alcoholic beverages sector used contests effectively.These brands not only ran more contests compared to the other sectors,but they also garnered a higher engagement score from their contestscompared to contests run by other CPG sectors or retailers. The contestposts from the alcoholic beverages sector averaged 2.32. For otherCPG sectors the cumulative score was 0.1, and for retail it was 0.41.There was a significant increase in “discount” related social mediaads during the holiday season, especially from the retail brandswe monitored. Looking across the study period, the brands posteda similar percent of “discount” related ads throughout the pre-, during- and post-holiday periods. However, offering a discountduring the holiday season performed relatively low in terms ofengaging consumers with brands. This could be because consumershave a need to purchase gifts during the holidays regardless ofthe price. Their purchase decisions are not driven by a discountalone, but rather by the wish list of the intended recipient.Requesting a survey response during the holiday season alsoproved ineffective for engaging consumers. This could be dueto the limited time consumers have during the holidays, asthey fill their free time with gift shopping and parties.Posts containing generic information did not perform well inconsumer engagement scores. These generic posts were more likea broadcast of information rather than a specific intent to engageconsumers. Examples of these posts during the study period include:• “Announcing the new ambassador of Moët & Chandon!”• Pamper’s “Question of the Week”• “LYNX now bumped to third! Where are you on the leaderboard?”8Cumulative Engagement Score by SectorSocialMediaTactic
  9. 9. 9Figure 8: Peaks and valleys of consumer engagement by brand during the study,according to Accenture analysisFigure 7: Pre-, during-and post-holiday: Effectiveness of tactics by time period,according to Accenture analysisPre Holiday Holiday Post Holiday0.450370.360.380. Time PeriodEngagementScorebySocialMediaTactic1000000600005000040000300002000010000700008000090000AdidasCirocCoca ColaDiorGucciNikeNutellaOreoPepsiSkittlesConsumerEngagement/PostsPre-Holiday During the Holiday Post-HolidayThis chart represents the top 10 most active social media brands based on consumer interaction duringthe analysis period. The 2 significantly more active brands – Nike and Gucci (both fashion apparel) - haveengaged during the analysis period almost the same number of fans as the remaining 8 brands overall.The top 10 CPG brands on social media belong to the fashion apparel, beverage and food industries.Holiday theme campaignsCompetitionProduct promoGeneric infoGiftEvent promoDiscountSurvey
  10. 10. Has Social Media Shifted the Power Away fromthe Traditional Mindset that Retailers own theConsumer Relationship?Social media does provide CPG companieswith more direct access to consumers,and consumers want to engage morewith the brands they want to purchase,wear or consume, more than they want toengage with the retailers they purchasethose brands from. This could be becauseengaging with CPG brands is going directto the source of the product, as opposedto engaging multiple times with retailersthat sell many products and brands.More Research Findings1. The average Engagement score for theCPG brands we monitored is higher than theretail brands. This holds true throughout thepre-holiday, holiday and post-holiday periods2. The holiday-themed posts by CPGcompanies and retailers receivedpositive response from consumers.3. Although product promotion is oneof the most frequent social media tacticsimplemented by both CPG and retail brands,it has proven more successful for CPGbrands (CPG average engagement score is0.33 versus retail average engagement scoreof 0.11). This is likely because CPG productpromotion campaigns focus on a specificbranded product or line, whereas a retailerhas many different product lines, productsand brands to promote. The lack of focusdoes not draw as much consumer attention.4. For retail brands, we observed thatonly a few received a considerable amountof response to their posts. There are anumber of retail brands for which theresponse was low. The gap between thetop- and bottom-performers (in terms ofengagement score) is significant. But forCPG brands, the majority of the brandsreceived consumer response to their posts,and the gap between the top- and bottom-performers is narrow compared to retail.This particular observation was noted for allthree periods within the study. Therefore, itseems CPG brands’ social media strategieswork well in terms of building brand loyaltyfor a particular named-brand, as opposed toretailers’ multi-brand promotion strategy.5. Before Thanks Giving, consumersprimarily shared information about whatthey want to buy on- or off-line, as well asadvertising for the products they prefer.6. After Black Friday, consumersappeared to post messages about theirshopping trips, the best deals they scoredand Christmas gifts they received orpurchased. The most discussed producttypes included iPhones, iPads and DVDs.7. Holiday Event terms such as “Black Friday”and “Christmas” were among the top brandassociations during the event and pre-eventperiods, and they persisted afterwards.During the event, the hashtag #blackfridayreceived more than 40,000 mentions.10According to the Accenture research, theanswer is YES.
  11. 11. 11Figure 9: According to Accenture analysis, consumers engaged more actively with CPGbrands than the retailers we studied during the study periodCPG companies are increasingly mastering the Know-Your-Customer tricksbetter through social media as compared to retailers tactics.Pre-HolidayDuring the HolidayPost Holiday0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%CPGRetailConsumer EngagementDespite retailers pushing out lots of content during the holiday season, consumers engaged more actively with CPG brands overall.EngagementScore/PostsBeverage BrandsAll RetailersFashion BrandsFood Brands1000000600005000040000300002000010000700008000090000Figure 10: Engagement score by industry and time period within the study,according to Accenture analysisRetailers were highly active during the, Pre-holiday Holiday and Post-holiday periods due tothe product promotion activities. The highest peak refers to Black Friday.
  12. 12. Remember, the holiday season has three social media traffic“peaks”. Plan and execute a clear strategy to capitalize onthe different tactics and message styles that work best ineach of the pre-, during- and post-holiday periods. Andsegment your audience, enabling you to implement the mosteffective types of tactics for each. Launch the campaign inmultiple waves by holiday period to keep the fans engaged.For example, Smirnoff, Pepsi and Macy’s did a good jobwith this. Some brands, such as Budweiser, capitalized onthe entire holiday season by launching multiple campaignwaves and keeping fans engaged throughout the 55 days.Running campaigns with a holiday theme is a clear winner.Nearly every social media campaign we monitored beforeChristmas that included a Santa or Christmas Tree themereceived a positive response. Brands failing to capitalizeon the sentiment value of holiday themes failed to engageeffectively with consumers. For example, Macy’s multipleSanta-themed ads received a tremendous consumer responseversus other retail brands that did not leverage “Santa”.When we say “ENGAGE” we mean a two-way dialogue. Brandsshould not just push out content. Pull content from consumersas well. Make your brand fans feel like they are part of theoverall brand voice and crowd-source ideas from them to helpimprove new product innovation. Campaigns like Lacoste’s“The Polo of the Future” and Heineken’s call to help design itsfuture bottle received a massive response because they gaveconsumers the opportunity to be part of the brand experience.Campaigns that acknowledge the fans, such as the birthdaycelebration ads from Oreo or Christmas Tree sharing by MonsterEnergy fans, also received high consumer engagement scores.Use social media as part of your multi-channel marketing strategy.Develop mobile applications (apps) that consumers will usebecause they serve a need, provide more access or convenience,or save time. Mobile apps can help connect consumers to theirsocial network. But apps that are self-serving for the brandshave not proven effective. Through this research, we saw moreengagement with brands whose social media campaigns directedconsumers to download apps that did not necessarily promotethe brands’ products, but helped consumers achieve personalgoals, like sending holiday greetings, increasing fitness or makinga New Year’s resolution. Heineken capitalized on a new mobileapp titled “New Year’s Cheers”. It enabled consumers to send NewYear’s wishes in a different way and received a positive response.Retain consumer interest with a variety of relevant content.Providing quality multi-media content, like video and high-quality images, increased consumer engagement in campaigns(e.g. Dove hair oil ad and Nespresso relevant content sharing).Consumers responded more to contests that offered excitingprizes. Smirnoff offered an iPad, for example, and thisperformed better than ads offering a trip with a friend.Work to engage with target audiences, not everyone. Know yourbrand essence. Do not waste time during the peak holiday seasonby experimenting on different types of tactics that your fansdon’t associate with your brand. For example, event promotioncampaigns were implemented by many brands we studied, but theyproved successful only for fashion brands. And, though social causeor charitable campaigns generated a lot of consumer engagement,they were effective only with local themes, such as with retailers.For example, Macy’s “Believe” campaign was effective.12Pre-, During- and Post-Holiday:What Works in Social Media Strategy?The Do’s The Don’tsJust because social media is considered “free advertising”,don’t over-do it. In the already cluttered social mediarealm, avoid broadcasting generic information andrequesting survey responses. These tactics scored lowfor consumer engagement unless they were requestsfrom the brands for feedback on customer service.Conduct surveys. Out of the various surveys conducted byCPG and retail brands during the study period, 80 percent ofthem failed to engage consumers, and 20 percent receivedless response than other social media tactics. Survey contenttakes time to respond to and is not motivating enough forconsumers to click “like” or share with their network.Broadcast generic information. Social media contentshould engage consumers in an ongoing two-waydialogue. Pushing generic information out throughsocial communities is usually self-serving for the brand.Examples we found of generic information include:• “Bulgari joins Giorgio Armani, Diane Vreeland,and other legends as the latest recipient ofthe Rodeo Drive Walk of Style Award”• “Ever wonder what your friends are eating? Knorris tracking the world’s flavors so you can seeflavors from around the globe, then share yourown personal flavor with our new FREE app”Run a contest without a compelling prize. While contestsproved overall to be an effective tactic, they failed togarner participation if a clear and compelling prize was notarticulated. For example, this contest: “Continue the song– There may be spot prizes for our favorite lines”, did notperform well in respect to engagment score. Another examplewas a Diet Pepsi ad: “Daily fixes to be won.” Contests witha low probability of winning did not perform well either.Run an event promotion campaign that is merely informative,rather than trying to drive consumer attendance. Even eventpromotions need to prompt a consumer response in socialmedia. But many of the posts we saw in this category werejust informative. For example, Moët Chandon ran a campaignpromoting the “Moët British Independent Film Awards.” Socialmedia content from Active asked “Guess who joined Jamie LeeCurtis on the set of our new Activia commercial?” Anotherevent promotion featured “Grey Goose Winter Ball night,charity event organized for the Elton John Aids Foundation.”Offer discounts through social media. The “discount” categoryfailed to draw consumer response. For example the campaignoffering to “Save up to $2.50 on Pampers products,” was notvisibly effective. Some of the participating stores refusedto accept the coupons because they didn’t have the usualbarcode on them. Moreover, coupons are only valid for aparticular type of product. The audience in social media istoo broad for the discount tactic to be effective. Duringthe study, we found a number of comments related toissues faced by consumers trying to use these coupons.
  13. 13. 13Three steps to high performanceOur findings and the correspondingrecommendations are a starting point formost CPG brands. Yet in our experience thedifficulty resides in executing recommendations.Turning tactical engagement do’s and don’tsinto business results is not as simple asscheduling five posts per recommendationper week and responding to comments; itrequires a principled approach and a set ofsophisticated tools. Our Interactive R&DCenter researchers have surfaced three keyprinciples to apply those recommendationsand to take them to the next level.First, become relevant thanksto deeper consumer insightAccenture applies advanced analytics to acombination of Social profile, behavioral andCRM data (for known consumers) in order tocreate a much broader, accurate and timelyview of the consumer and influencer networks.With this view, one can apply interest-graph and intent analysis to determinecontent, incentives and calls to actionsthat will resonate with a target audience,directly and indirectly via word-of-mouth.Going a step further from punctualanalysis, our researchers have createdmodels that tap into the constant streamof conversation to construct dynamicperception maps around a particular brandor product. Those maps can help spotsudden changes in attitude, associatedconcepts or emotions, perceived attributes,moments and places of consumption oreven preference for competing products.Secondly, bring science to theart of consumer engagementEngagement planning and executionclearly remains a creative process, yetit now holds the potential to be greatlyamplified by data-driven approachesat every stage from campaign ideationto engagement measurement.The availability of historical engagementdata for a given brand (and sometimesmost of its peers), enables marketers torapidly acquire the knowledge that wouldotherwise require months of trial-and-errorexperiments. To automate this process,Accenture uses proprietary big datamachine-learning that dynamically createsengagement recommendations for targetaudiences - such as the best time of the dayto engage, best media, best tone or best topic.Furthermore, the availability of near-real-time engagement data now allows marketersto better focus their efforts, iterate fasterand systematically amplify earned media.Using Natural Language Processing andCorrelative Analytics techniques, we canhelp marketers and social care agents tomaximize their efforts and to identify low-hanging fruits correlated to key businessevents (e.g. patterns indicating opportunitiesfor up-sell or word or mouth activation).Third, go from engagementoptimization to ROI optimizationIn this step, one needs to move a stepfurther in the marketing funnel, beyondengagement, using the same data-drivenmindset and techniques to optimize businessoutcomes. In practice, this means taking intoaccount not only engagement scores, butalso core KPIs tied to online sales, consumerlifetime value, consumer satisfactionand so forth. Conversions influenced bysocial engagement then become an inputto the data-driven model that we use torefine recommendation, constantly learnto be more relevant and rapidly iterateto maximize bottom-line results.
  14. 14. 14This Research Was Conducted By...Shaping the Future of High Performancein Consumer Goods Our Consumer Goodsindustry professionals around the worldwork with companies in the food, beverages,agribusiness, home and personal care,consumer health, fashion and luxury,and tobacco segments. With decades ofexperience working with the world’s mostsuccessful companies, we help clientsmanage scale and complexity, transformglobal operating models to effectively serveemerging and mature markets, and drivegrowth through evolving market conditions.We provide services as well as individualconsulting, technology and outsourcingprojects in the areas of Sales and Marketing,Supply Chain, ERP Global Operations andIntegrated Business Services. To read ourproprietary industry research and insights,visit Interactive offers a comprehensivesuite of contemporary marketingservices, software and assets to CMOsand brand leaders to drive up marketingperformance, drive down the cost perinteraction and create relevant consumerexperiences on a massive scale.Thanks to over 1,500 professionals andglobal reach, Accenture Interactive deliversresults at scale using the right blend oflocal, offshore and near shore capabilities.Our Centers of Excellence located in India(Gurgaon and Hyderabad); Athens, Greece;Shanghai and the Philippines offer over500 dedicated professionals who provide:• Enhanced offshore delivery capabilities• Dedicated asset development• Product innovation• Rapid deployment of global digital platformsAmong the most representative results,Accenture Interactive helped clientscapture over $70 billion in annual mediaand marketing spend, often optimizingover $1 billion for individual clients.The Accenture Customer Innovation Network(ACIN) is an interconnected global systemof centers, labs and specialists. The heart ofthe ACIN is three unique facilities located inChicago, Milan and Sao Paulo, that is bolsteredby partners and centers of excellence spanningthe globe. The goal of the ACIN is to assistCPG and retail clients in discovering the mosteffective and innovative solutions to propelbusiness to the forefront of the industry,through an interactive workshop experiencewith access to research, demonstrations,global insights and industry expertise.Every year, the ACIN runs over 250 C-levelworkshops with CPG and retail clients.The Social Media India Delivery Center Lab isan offshore lab providing advanced services insocial products evaluation for social listening,text analytics and collaboration. The labprovides action-oriented insights based onthe social image of the client’s brand versusit’s competition. Reports are segmentedin multiple dimensions like demographics,sentiments, volume or languages in order todevelop the appropriate engagement model.The majority of the top leaders and nicheplayers in the social media products landscapeare Accenture’s premium partners. To date,the lab has served more than 75 social mediaclients in the automotive, banking, telecom,insurance, energy, CPG and retail industries.The Accenture Technology Labs is guidedby Accenture’s Annual Technology Vision.The Labs’ professionals work across our fivecenters (Silicon Valley, Washington D.C.,Sophia Antipolis, Bangalore and Beijing),within our eight R&D groups, and with leadingtechnology partners to form a network ofdynamic innovation for Accenture and ourclients. We are ambitiously working to extendour 20-year track record of envisioning thefuture, inventing, and then delivering thenext wave of cutting-edge business solutions.We have more than $230 million directsales and $300 million influenced sales.The Tech Labs hosted more than 390 clientworkshops across industries globally in 2012.Project Lead:Mac KarlekarMultichannel Digital Lead, EALA++44 (0) 7803 587 853mac.karlekar@accenture.comProject Sponsors:Koen Van BockstaeleAnatoly RoytmanAlessandro DianaMatt DeNicolaBernie SegalMarco TriozziChristine ConnorProject Contributors:Alexandre NaressiPranayesh SinghDavide ContriniChristian SoucheJason BreedMinarini CaterinaMedhi HilloolAlexeeva KseniaRichard Murton
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  16. 16. Copyright © 2013 AccentureAll rights reserved.Accenture, its logo, andHigh Performance Deliveredare trademarks of Accenture.About AccentureAccenture is a global managementconsulting, technology services andoutsourcing company, with approximately261,000 people serving clients in more than120 countries. Combining unparalleledexperience, comprehensive capabilitiesacross all industries and business functions,and extensive research on the world’smost successful companies, Accenturecollaborates with clients to help thembecome high-performance businesses andgovernments. The company generatednet revenues of US$27.9 billion for thefiscal year ended Aug. 31, 2012. Itshome page is