This document discusses different methods for measuring social media return on investment (ROI) and their pros and cons. It begins with an overview of basic social media metrics like followers, engagement, and sentiment. Direct attribution, which assigns all value from a social media interaction to a single touchpoint, is described as an oversimplification. Neural network modeling is presented as a more advanced technique that considers hundreds of variables to determine the full influence of social media alongside other factors. The document concludes by introducing a proprietary social media analytics tool called SNAP.
Dell has undergone a journey to becoming a social business over the past decade. Key events included launching communities like IdeaStorm (2006) and EmployeeStorm (2007) to engage customers and employees. Dell joined social media platforms like Twitter (2008). The company organized into customer-focused business units (2009) and launched initiatives like the Social Media Listening Command Center (2010) to better understand and respond to customers online. Dell has received several awards recognizing its leadership in social media and innovation.
Social Media governance, tools and employee certification Goril Mathisen
1) Dell has implemented a comprehensive social media governance program that includes training employees through its Social Media and Community University (SMaC U) program.
2) SMaC U provides multiple levels of certification training to empower employees to engage appropriately on social media on behalf of Dell. Over 7,500 employees have been trained and certified so far.
3) Dell's social media strategy aims to have social media embedded throughout the company in areas like product development, marketing, sales, and customer service. The goal is to have all employees who want to engage on social media activated after receiving the appropriate training.
Embedding Social Media to Become a Better Business via TrainingDell Social Media
Liz Brown Bullock’s presentation to Marketing Science Institute on the importance of integrating social media within an organization through training your employees. Training is critical for both risk mitigation and empowering employees to be brand ambassadors. Liz drew on her experience of launching Dell’s Social Media and Community University and shares her insights on activating employees company wide.
Liz Brown Bullock, Director of Social Media & Community, Dell, shares the journey for Dell launching their social media training program, SMaC University, plus ten lessons learned from Dell’s training program. Presentation presented at Dreamforce 2012.
Social Media Governance, Tools and Employee CertificationDell Social Media
Presentation on Dell’s experience with employee training, governance and tools, at Social Media Week Copenhagen, February 2013. Learn more about Dell Social Media here: http://dell.to/11DoZIp
This document discusses different methods for measuring social media return on investment (ROI) and their pros and cons. It begins with an overview of basic social media metrics like followers, engagement, and sentiment. Direct attribution, which assigns all value from a social media interaction to a single touchpoint, is described as an oversimplification. Neural network modeling is presented as a more advanced technique that considers hundreds of variables to determine the full influence of social media alongside other factors. The document concludes by introducing a proprietary social media analytics tool called SNAP.
Dell has undergone a journey to becoming a social business over the past decade. Key events included launching communities like IdeaStorm (2006) and EmployeeStorm (2007) to engage customers and employees. Dell joined social media platforms like Twitter (2008). The company organized into customer-focused business units (2009) and launched initiatives like the Social Media Listening Command Center (2010) to better understand and respond to customers online. Dell has received several awards recognizing its leadership in social media and innovation.
Social Media governance, tools and employee certification Goril Mathisen
1) Dell has implemented a comprehensive social media governance program that includes training employees through its Social Media and Community University (SMaC U) program.
2) SMaC U provides multiple levels of certification training to empower employees to engage appropriately on social media on behalf of Dell. Over 7,500 employees have been trained and certified so far.
3) Dell's social media strategy aims to have social media embedded throughout the company in areas like product development, marketing, sales, and customer service. The goal is to have all employees who want to engage on social media activated after receiving the appropriate training.
Embedding Social Media to Become a Better Business via TrainingDell Social Media
Liz Brown Bullock’s presentation to Marketing Science Institute on the importance of integrating social media within an organization through training your employees. Training is critical for both risk mitigation and empowering employees to be brand ambassadors. Liz drew on her experience of launching Dell’s Social Media and Community University and shares her insights on activating employees company wide.
Liz Brown Bullock, Director of Social Media & Community, Dell, shares the journey for Dell launching their social media training program, SMaC University, plus ten lessons learned from Dell’s training program. Presentation presented at Dreamforce 2012.
Social Media Governance, Tools and Employee CertificationDell Social Media
Presentation on Dell’s experience with employee training, governance and tools, at Social Media Week Copenhagen, February 2013. Learn more about Dell Social Media here: http://dell.to/11DoZIp
Social Media for Small Business Pres (WIPP 2012 Annual Leadership Mtg)Amy Tennison
Presented at the Women in Public Policy (WIPP) Annual Leadership Meeting July 18-19, 2012 at the Liaison Capitol Hill, Washington, DC on social media for small business. WIPP is a national nonpartisan public policy organization, advocating on behalf of nearly 1 million women-owned businesses representing 63 business organizations. WIPP provides timely economic policy information and identifies important trends and opportunities to its membership. #Iwork4Dell
The document traces the evolution of shopping from early in-person shopping on Main Streets to the rise of suburban shopping malls and home shopping through catalogs, TV, and the launch of eCommerce. It then discusses how social media and user reviews are changing shopping behaviors and driving business value, with examples from Dell's social media growth and customer engagement leading to increased spending, loyalty, and sales. The document advocates that companies embrace social influence over control and highlights Dell's early adoption of social media and online communities.
Liz Brown Bullock, Director of Social Media & Community, Dell, discusses how you can successfully find your virtual voice with ten ideas strategically starting off to more in depth tips on content curation and building influencer relationships. Presented at the Women’s Empowerment Conference 2012 in San Diego, CA.
Presentation of how Dell’s Social Media listening tools have helped e.g. American Red Cross in times of disaster, at Social Media Week Copenhagen, February 2013. Learn more about Dell Social Media here: http://dell.to/11DoZIp
What Do I Tweet About? Make Your Employees Worth FollowingDell Social Media
Liz Brown Bullock, Director of Social Media and Community, Dell discusses how your employees are your biggest assets in building customer relationships via social media. This presentation covers 10 key ideas to ensure your employees are strategically connecting their social media efforts to the company and customer objectives, plus additional best practice tips for employee success at Dreamforce 2012.
What Do I Tweet About? Making Your Employees Worth FollowingLiz Bullock
Liz Brown Bullock, Director of Social Media and Community, Dell discusses how your employees are your biggest assets in building customer relationships via social media. This presentation covers 10 key ideas to ensure your employees are strategically connecting their social media efforts to the company and customer objectives, plus additional best practice tips for employee success at Dreamforce 2012
How Dell is using social media to deepen customer relationships and build trustLiz Bullock
Liz Brown Bullock, Director of Social Media and Community, Dell, presents how Dell has used social media to build trust and deepen customer relationships by listening, engaging and acting. Presentation at Marketing Science Institute Board of Trustees Meeting April 2013 with the topic, Building Trust in a Digital Age.
Leverage social media to drive business the case sept 2012SimoneVersteeg
Dell has leveraged social media to drive its business for over a decade. It began by addressing customer issues on blogs and forums. Dell then launched communities like IdeaStorm to gather customer feedback. Over 100,000 employees are now trained in social media, and Dell uses platforms like Twitter, Facebook, and YouTube to engage customers, generate sales, and improve support. Dell's social media efforts have contributed to increased revenues, resolutions, and brand reputation.
Leverage social media to drive business the case sept 2012SimoneVersteeg
Dell has leveraged social media extensively over the past 15 years, beginning with launching online discussion forums and blogs in the mid-2000s. Notable events include launching IdeaStorm in 2007 to allow customers to submit ideas, joining Twitter in 2007, and being named the #1 most social brand in 2009. Dell now has a large social media presence across platforms and over 8,000 employees trained in social media strategies.
Liz Brown Bullock discusses Dell's five year journey of embedding social media into its business operations to better serve customers. Some key milestones included Michael Dell asking to help bloggers with tech support in 2006, launching IdeaStorm in 2007 to collect customer ideas, and achieving $0.5 million in sales via Twitter in 2008. By 2011, Dell's social media training program had educated over 5,000 employees and its social media command center monitored 25,000 posts per day. The presentation emphasizes that training employees is critical to scale social media engagement while mitigating risks.
The Journey of Business Adoption to Realize Benefits of Social MediaManish Mehta
The Journey of Business Adoption to Realize Benefits of Social Media as presented by Manish Mehta, Dell's VP of Social Media at the BazaarVoice Social Commerce Summit April 6, 2011.
Dell has a long history with social media, beginning in 2006 when Michael Dell asked why they didn't help bloggers with tech support issues. Since then, Dell has launched numerous social media initiatives both internally and externally. They measure their success both quantitatively, such as the 418,000 volunteer hours logged in FY12, and qualitatively by monitoring communication from their online communities. Dell also leverages social media for their strategic giving programs, including the Dell Social Innovation Challenge which generated over 12.5 million Twitter impressions. They provide guidance to employees on developing an effective personal social media plan and journey.
Leverage social media to drive business finalSimoneVersteeg
Dell has leveraged social media in various ways to drive its business functions like product development, marketing, sales, customer service, and communications. It has established a listening command center to monitor social conversations, launched communities and support services on platforms like Twitter and Facebook, and trained employees on social media principles and tools through a university. Dell has seen benefits across the customer lifecycle from awareness to sales to loyalty. Social media provides insights into customers, opportunities for engagement and resolution, and contributes to demand generation and higher revenue.
How Dell is Using Social Media to Deepen Relationships and Build TrustDell Social Media
Dell has been using social media since 2006 to deepen customer relationships and build trust. They began by responding to technical support issues on blogs, and have since expanded their social presence across multiple platforms. Dell listens to customer conversations to understand needs and improve their business. They host events and discussions with influencers to get feedback. IdeaStorm allows customers to submit product ideas, with over 500 being implemented. Dell's social media outreach team addresses customer posts to achieve high resolution and satisfaction rates. They also post thank you videos for customers that help evangelize the brand. Dell provides social media training to empower employees to connect with customers online.
Built on experience, Dell Social Media Services are for customers across many industries, including Fortune 500, public and education, non-profit and healthcare. They’re also relevant for those just starting out or for those who are further along in their journey and looking to scale their efforts. The suite of offers ranges from listening and insights to best practice seminars and from advisory services to command center build-outs. For more information, visit http://dell.to/11Dpylk.
From Campaigns to Community: Building Sustained Community EngagementDell Social Media
This document discusses building sustained community engagement through social media. It begins by discussing how trade was originally based on dialogue and relationships, but the Industrial Revolution ushered in an age of mass production, markets, and communication. Social media has grown enormously in the past decade. The document outlines Dell's journey with social media and how it can be useful across the customer lifecycle. It discusses the importance of building internal communities among employees and providing training. Finally, it provides guidance on planning for community engagement by articulating goals, researching customer needs, and prioritizing opportunities.
This document discusses social capital and how social media is changing marketing. It defines individual social capital as a person's social graph and influence, and company social capital as its credibility and reputation. It shows how social media presence impacts various business functions from marketing to customer service. Metrics like reviews, shares, and followers indicate how social capital can improve demand, credibility and customer experience. The rise of social media means companies must invest in building social capital through relationships rather than just short-term broadcasts, and engage in conversational rather than one-way marketing. This change is accelerating as social media reach now exceeds traditional newspapers.
Shifting storefronts: How social is impacting businessRichard Margetic
This document discusses how shopping and storefronts have changed over time, from early 20th century main street shopping to modern e-commerce and social media. It notes that Dell was an early pioneer of e-commerce in the 1990s. More recently, social media has become the new digital storefront, with customers increasingly influenced by word-of-mouth on social platforms. The document examines Dell's social media growth and examples of how social engagement correlates with higher revenues and customer satisfaction. It argues that social media allows companies to better understand customers and that those who most effectively engage audiences across social will be most successful going forward.
Communism is a socioeconomic structure that promotes a classless and stateless society with common ownership over the means of production and property. It grew out of 19th century socialist movements in Europe led by Marx and Engels, who saw it as replacing capitalism. In 1917, the Bolsheviks seized power in Russia and established the USSR, trying to spark worldwide communist revolutions. After World War 2, communist regimes took power in parts of Europe and Asia like China, establishing single-party control and repressing dissent.
Social Media for Small Business Pres (WIPP 2012 Annual Leadership Mtg)Amy Tennison
Presented at the Women in Public Policy (WIPP) Annual Leadership Meeting July 18-19, 2012 at the Liaison Capitol Hill, Washington, DC on social media for small business. WIPP is a national nonpartisan public policy organization, advocating on behalf of nearly 1 million women-owned businesses representing 63 business organizations. WIPP provides timely economic policy information and identifies important trends and opportunities to its membership. #Iwork4Dell
The document traces the evolution of shopping from early in-person shopping on Main Streets to the rise of suburban shopping malls and home shopping through catalogs, TV, and the launch of eCommerce. It then discusses how social media and user reviews are changing shopping behaviors and driving business value, with examples from Dell's social media growth and customer engagement leading to increased spending, loyalty, and sales. The document advocates that companies embrace social influence over control and highlights Dell's early adoption of social media and online communities.
Liz Brown Bullock, Director of Social Media & Community, Dell, discusses how you can successfully find your virtual voice with ten ideas strategically starting off to more in depth tips on content curation and building influencer relationships. Presented at the Women’s Empowerment Conference 2012 in San Diego, CA.
Presentation of how Dell’s Social Media listening tools have helped e.g. American Red Cross in times of disaster, at Social Media Week Copenhagen, February 2013. Learn more about Dell Social Media here: http://dell.to/11DoZIp
What Do I Tweet About? Make Your Employees Worth FollowingDell Social Media
Liz Brown Bullock, Director of Social Media and Community, Dell discusses how your employees are your biggest assets in building customer relationships via social media. This presentation covers 10 key ideas to ensure your employees are strategically connecting their social media efforts to the company and customer objectives, plus additional best practice tips for employee success at Dreamforce 2012.
What Do I Tweet About? Making Your Employees Worth FollowingLiz Bullock
Liz Brown Bullock, Director of Social Media and Community, Dell discusses how your employees are your biggest assets in building customer relationships via social media. This presentation covers 10 key ideas to ensure your employees are strategically connecting their social media efforts to the company and customer objectives, plus additional best practice tips for employee success at Dreamforce 2012
How Dell is using social media to deepen customer relationships and build trustLiz Bullock
Liz Brown Bullock, Director of Social Media and Community, Dell, presents how Dell has used social media to build trust and deepen customer relationships by listening, engaging and acting. Presentation at Marketing Science Institute Board of Trustees Meeting April 2013 with the topic, Building Trust in a Digital Age.
Leverage social media to drive business the case sept 2012SimoneVersteeg
Dell has leveraged social media to drive its business for over a decade. It began by addressing customer issues on blogs and forums. Dell then launched communities like IdeaStorm to gather customer feedback. Over 100,000 employees are now trained in social media, and Dell uses platforms like Twitter, Facebook, and YouTube to engage customers, generate sales, and improve support. Dell's social media efforts have contributed to increased revenues, resolutions, and brand reputation.
Leverage social media to drive business the case sept 2012SimoneVersteeg
Dell has leveraged social media extensively over the past 15 years, beginning with launching online discussion forums and blogs in the mid-2000s. Notable events include launching IdeaStorm in 2007 to allow customers to submit ideas, joining Twitter in 2007, and being named the #1 most social brand in 2009. Dell now has a large social media presence across platforms and over 8,000 employees trained in social media strategies.
Liz Brown Bullock discusses Dell's five year journey of embedding social media into its business operations to better serve customers. Some key milestones included Michael Dell asking to help bloggers with tech support in 2006, launching IdeaStorm in 2007 to collect customer ideas, and achieving $0.5 million in sales via Twitter in 2008. By 2011, Dell's social media training program had educated over 5,000 employees and its social media command center monitored 25,000 posts per day. The presentation emphasizes that training employees is critical to scale social media engagement while mitigating risks.
The Journey of Business Adoption to Realize Benefits of Social MediaManish Mehta
The Journey of Business Adoption to Realize Benefits of Social Media as presented by Manish Mehta, Dell's VP of Social Media at the BazaarVoice Social Commerce Summit April 6, 2011.
Dell has a long history with social media, beginning in 2006 when Michael Dell asked why they didn't help bloggers with tech support issues. Since then, Dell has launched numerous social media initiatives both internally and externally. They measure their success both quantitatively, such as the 418,000 volunteer hours logged in FY12, and qualitatively by monitoring communication from their online communities. Dell also leverages social media for their strategic giving programs, including the Dell Social Innovation Challenge which generated over 12.5 million Twitter impressions. They provide guidance to employees on developing an effective personal social media plan and journey.
Leverage social media to drive business finalSimoneVersteeg
Dell has leveraged social media in various ways to drive its business functions like product development, marketing, sales, customer service, and communications. It has established a listening command center to monitor social conversations, launched communities and support services on platforms like Twitter and Facebook, and trained employees on social media principles and tools through a university. Dell has seen benefits across the customer lifecycle from awareness to sales to loyalty. Social media provides insights into customers, opportunities for engagement and resolution, and contributes to demand generation and higher revenue.
How Dell is Using Social Media to Deepen Relationships and Build TrustDell Social Media
Dell has been using social media since 2006 to deepen customer relationships and build trust. They began by responding to technical support issues on blogs, and have since expanded their social presence across multiple platforms. Dell listens to customer conversations to understand needs and improve their business. They host events and discussions with influencers to get feedback. IdeaStorm allows customers to submit product ideas, with over 500 being implemented. Dell's social media outreach team addresses customer posts to achieve high resolution and satisfaction rates. They also post thank you videos for customers that help evangelize the brand. Dell provides social media training to empower employees to connect with customers online.
Built on experience, Dell Social Media Services are for customers across many industries, including Fortune 500, public and education, non-profit and healthcare. They’re also relevant for those just starting out or for those who are further along in their journey and looking to scale their efforts. The suite of offers ranges from listening and insights to best practice seminars and from advisory services to command center build-outs. For more information, visit http://dell.to/11Dpylk.
From Campaigns to Community: Building Sustained Community EngagementDell Social Media
This document discusses building sustained community engagement through social media. It begins by discussing how trade was originally based on dialogue and relationships, but the Industrial Revolution ushered in an age of mass production, markets, and communication. Social media has grown enormously in the past decade. The document outlines Dell's journey with social media and how it can be useful across the customer lifecycle. It discusses the importance of building internal communities among employees and providing training. Finally, it provides guidance on planning for community engagement by articulating goals, researching customer needs, and prioritizing opportunities.
This document discusses social capital and how social media is changing marketing. It defines individual social capital as a person's social graph and influence, and company social capital as its credibility and reputation. It shows how social media presence impacts various business functions from marketing to customer service. Metrics like reviews, shares, and followers indicate how social capital can improve demand, credibility and customer experience. The rise of social media means companies must invest in building social capital through relationships rather than just short-term broadcasts, and engage in conversational rather than one-way marketing. This change is accelerating as social media reach now exceeds traditional newspapers.
Shifting storefronts: How social is impacting businessRichard Margetic
This document discusses how shopping and storefronts have changed over time, from early 20th century main street shopping to modern e-commerce and social media. It notes that Dell was an early pioneer of e-commerce in the 1990s. More recently, social media has become the new digital storefront, with customers increasingly influenced by word-of-mouth on social platforms. The document examines Dell's social media growth and examples of how social engagement correlates with higher revenues and customer satisfaction. It argues that social media allows companies to better understand customers and that those who most effectively engage audiences across social will be most successful going forward.
Communism is a socioeconomic structure that promotes a classless and stateless society with common ownership over the means of production and property. It grew out of 19th century socialist movements in Europe led by Marx and Engels, who saw it as replacing capitalism. In 1917, the Bolsheviks seized power in Russia and established the USSR, trying to spark worldwide communist revolutions. After World War 2, communist regimes took power in parts of Europe and Asia like China, establishing single-party control and repressing dissent.
This document summarizes research on the construction equipment industry in India. It discusses the industry profile, key segments like excavators and backhoes, major players like JCB India, BEML, L&T, and Telcon, and their production and sales volumes. It also analyzes growth drivers, user industries, and performs a five forces analysis of the competitive landscape in the industry.
This document summarizes a marketing research project conducted on the denim brand Levi's. The research was conducted by a group of students at the Indian Institute of Planning & Management. The objectives of the research were to measure student satisfaction with denim brands including Levi's, determine the market shares of top brands, estimate the average price paid for jeans, and identify differences in satisfaction across brands. The researchers used hyper research involving interviews and a questionnaire to collect data on brand attributes, perceptions, and purchasing behaviors. Statistical analysis was then used to analyze the results and identify key findings and recommendations.
France has a long history with the franc currency. The franc was introduced in 1795 to replace unstable currencies during the French Revolution. It later became adopted by other countries. France has a population of 65.1 million with Paris as its capital. It has a mixed economy that is the 5th largest in the world. Key sectors include services, industry, and agriculture.
Snap-on Tools is a tool manufacturer that achieved $1.49 billion in revenues in 1996 through a commitment to high-quality premium tools, an unusual credit system that gives customers access to tools, and a well-organized delivery system. Snap-on has 5,700 franchise dealers that stock over $100,000 worth of inventory in their vans and visit 200-300 customers per week. Snap-on has been successful by respecting auto mechanics customers, considering dealers as partners, and offering loans to customers for tool purchases.
Telco Construction Equipment Company (TELCON) manages its supply chain through strategic, tactical, and operational activities. At the strategic level, this includes network optimization and supplier partnerships. Tactical activities involve sourcing, production planning, and transportation. Operational activities include planning, sourcing, production, fulfillment, and performance tracking across the supply chain on a daily basis. An integrated supply chain management approach aims to deliver the right products to customers at the lowest cost by streamlining processes and information sharing between partners.
Richard Branson founded many successful businesses under the Virgin brand such as Virgin Atlantic, Virgin Megastores, Virgin Books, and Virgin Galactic. He believes in living wholeheartedly every minute and seeing the best in others. Branson was able to turn almost anything into a profitable business in unconventional ways and took big risks, knowing cash could run out. He fostered a teamwork culture where people had fun and felt their work was important. Branson continuously grew his companies and was committed to having a clear set of ethical values while also valuing originality and constantly trying new ventures.
The document discusses electronic data interchange (EDI), which allows computer applications to exchange business information electronically in a standardized format. It provides examples of how EDI streamlines processes between buyers and sellers by automating tasks like order placement, confirmation, shipping notices and invoices. Companies benefit from EDI through increased efficiency, reduced costs, faster transactions and inventory management. While errors can still occur, EDI overall provides advantages over traditional paper-based processes.
The document discusses various topics related to inflation and monetary policy in India. It defines inflation and the tools used to measure it, including the wholesale price index and consumer price index. It outlines India's monetary policy objectives and tools such as cash reserve ratio, repo rate, open market operations, and statutory liquidity ratio. It also discusses the evolution of India's monetary policy approach and some impacts of interest rate changes.
The French TGV high-speed rail network includes over 900 miles of dedicated high-speed lines operated by more than 500 train sets, carrying over 1.4 billion passengers since 1981 without a single casualty. The key goals of the TGV projects were to significantly reduce rail journey times between major cities like Paris, Lyon, and Bordeaux, serving over 250 stations and carrying around 100 million passengers annually. Total costs for developing the TGV network were nearly $35 billion, with later projects receiving increasing public subsidies up to 76% of costs. The TGV has succeeded in winning significant market share from air travel on routes under 3 hours by halving some journey times.
The document discusses ethics in the cosmetics industry. It outlines several unethical practices, including testing on animals, providing substandard products across countries, misleading advertisements, and using harmful ingredients. It also discusses issues in cosmetic surgery like accepting referral fees or making exaggerated claims. The document advocates for high professional standards, maintaining fairness, promoting education, and using safe sterilization practices to avoid damaging trust and business in the industry.
The document discusses electronic data interchange (EDI), which allows for the electronic exchange of business documents like purchase orders and invoices between organizations. It provides an overview of EDI standards and infrastructure, how EDI streamlines processes like supply chain management, and benefits organizations through reduced costs and faster transactions. Examples are given of how EDI has been implemented in various industries and applications in India like customs, banking, insurance, and retail procurement. Career opportunities and skills needed for EDI professionals are also outlined.
Presentation on the impact of Social Media on Crisis Communication, at Social Media Week Copenhagen, February 2013. Learn more about Dell Social Media here: http://dell.to/11DoZIp
Reputation and Brand in an Instantly Connected WorldRichard Binhammer
The document discusses how social media and online communities have changed business and customer relationships. It provides examples of how Dell has embraced social media over the past decade, from launching online discussion forums and communities to becoming active on platforms like Twitter and Facebook. The document emphasizes that social media is a tool that can be leveraged across different business functions to provide insights from customers, improve products and services, generate leads and sales, and enhance customer service. It also stresses that companies must listen to customers online and engage with them across the social web in order to build relationships and trust.
The document discusses Dell's adoption and use of social media over time. It notes that Dell was an early adopter of online sales and support. It then summarizes Dell's experiments with social media from 2005 to 2011, including launching blogs, communities, and social media profiles. The document discusses how Dell aligned its organization for social media success and leveraged social media across different business functions. It also addresses key learnings about how social media can be a tool rather than just a channel and how customer-connected employees are important.
Liz Brown Bullock, Director of Social Media and Community, shares how big brands (like Dell) are using social to listen, engage and act with customers to support their marketing efforts and deepen customer relationships. Presentation with University of Texas MBA students October 2012.
Embedding Social Media to be a better business via trainingLiz Bullock
Liz Brown Bullock’s presentation to Marketing Science Institute on the importance of integrating social media within an organization through training your employees. Training is critical for both risk mitigation and empowering employees to be brand ambassadors. Liz drew on her experience of launching Dell’s Social Media and Community University and shares her insights on activating employees companywide for Dell. #some training #socialmediatraining
Leverage social media to drive business the case sept 2012SimoneVersteeg
Dell has leveraged social media extensively over the past 15 years to drive its business. Some key aspects of Dell's social media strategy include:
1) Dell was an early adopter of social media, launching online discussion forums and support in 2005-2006, and has since expanded its presence across platforms like Twitter, Facebook, and YouTube.
2) Dell listens to customer feedback and engages with users on social media, operating social media customer support channels with high resolution rates.
3) The company has trained over 25,000 employees on social media best practices and certifying over 3,000 to help ensure successful engagement.
Leverage social media to drive business the case sept 2012SimoneVersteeg
Dell has leveraged social media extensively over the past decade to drive its business. It began by addressing customer issues on blogs and forums. Dell then launched communities like IdeaStorm to gather customer feedback. It expanded its presence across platforms like Twitter, achieving millions in sales. Dell trained thousands of employees in social media and saw benefits across functions in insights, engagement, and sales. It continues refining its approach, focusing on listening to understand customers and empowering employees.
Leverage social media to drive business the case sept 2012SimoneVersteeg
Dell has leveraged social media extensively over the past decade to drive its business. It launched social media platforms like IdeaStorm and EmployeeStorm in 2007. By 2009, Dell organized its customer-focused teams around social media and saw $2 million in sales from Twitter. Dell now has over 25,000 online posts per day and an 8,000 employee social media team that is highly engaged across platforms like Twitter, Facebook, and blogs.
Liz Bullock, Director - Social Media and Marketing at Dell, talks about the importance of organizations actively fostering social conversations – listening, learning, engaging, and acting – across all functions of the business, as well as how to effectively empower employees to engage with customers on behalf of the brand. This presentation took place at the Corporate Social Media Summit, June 14, 2012, in New York.
1) Social media allows for two-way conversations between organizations and customers/the public rather than just one-way mass media communications.
2) Dell's five year journey of embedding social media into its business model included launching blogs, communities, and social media channels to better understand customers and improve products based on feedback.
3) By listening to customers and engaging in two-way conversations, Dell was able to become a more social and customer-centric organization.
This document summarizes Dell's five-year journey of embedding social media into its organization to become a better business. It began in 2006 with Michael Dell asking about helping bloggers and expanded to include social platforms like Twitter, blogs, and IdeaStorm to get customer feedback and ideas. By 2011, Dell had trained over 5,000 employees on social media and saw benefits across many functions from marketing to product development. The document advocates that empowering employees to engage on social media can help connect customers and make those employees "rock stars" for companies.
Driving Business & Customer Value Altimeter Social CommerceManish Mehta
Manish Mehta, Dell VP Social Media and Community, presented at the Altimeter Rise of Social Commerce Conference in October 2010 his vision of the impact of Social Commerce Business and Customer Value.
Dell has a long history of social media engagement that began in 2006. Social media is now embedded throughout the company and influences product development, marketing, online presence, sales, customer service, and communications. Dell's Social Media Listening Command Center monitors over 25,000 posts per day. Customers provide critical feedback that Dell uses to improve products, services, and the customer experience. Dell also hosts Community Advisory Panel events and provides social media training to empower employees.
Social Media & Powering_the_Possible_DellAnja Monrad
How can Social Media help Powering the Possible? Presentation of how Dells Social Media listening expertise helped American Red Cross prepare for times of disaster.
The document discusses getting the most out of social media for businesses. It covers developing a focused social media strategy, understanding available tools and applications, driving cultural change in management to effectively integrate social media, and gauging effectiveness through metrics. The key points are using social media to address business needs with a strategy, creating the right infrastructure, and driving cultural change to integrate social media. It also discusses measuring the effectiveness of social media use.
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
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Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
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While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
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UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
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What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
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Test Automation with generative AI and Open AI.
UiPath integration with generative AI
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Becoming a social business ITSMA 2012
1. Becoming a Social Business
ITSMA December 4, 2012
Richard Margetic, Dell Director, Global Social Media
2. Our Journey to Becoming a Social Business
Dell saw Social Media as an opportunity to build and further
nurture customer relationships through listening to, and
engaging 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. More than six years of social media experience
February 2006 March 2008 June 2009 Dell
Michael Dell asked February 2007 Accepted Solutions Global Twitter named
Why 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 Dell
August 2006 expanding this into the YouTube launched Business units
Blog outreach channel making sharing easier. The first investor April 2008
expanded beyond
relations blog by a Inside IT launched
public company. Blog focused on business June 2010
tech Support customers, and Cloud CAP Days launched
Computing. In-person events for vocal
online customers
3 Global Marketing
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
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. 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. 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
14. Foundation of social strategy:
Focus on Value Drivers
Value to Customers Value For Dell
Social connections meet variety of needs Social connections create potential for tangible
across 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. Integrate where Customer & Business Value are
realized across all business functions
Product 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. Listening to Be A Better Business,
across the Business
16 Confidential Global Marketing
3/21/2
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. 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. 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 ensure
Results
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 effectively
19 Global Marketing
20. SMaC Governance Reporting
Social 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
Twitter
Compliance 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. Customer Experience
Social Outreach Team Formed March 2006
Team begins by just listening and monitoring earned social.
Tech support experts were then hand-selected for their tech
problem-solving expertise and
superior interpersonal skills.
When pointed at owned social, our
negative sentiment in Facebook
was halved in the first two months
Today
On average, the team addresses
3,000 posts a week in 11 languages
– 98% resolution rate
– 45% ranters to ravers
Global Marketing
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
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. Social Media Playbook
• Designed for Dell Marketers &
individuals responsible for
planning & operationalizing
social media
Social
• Helps
Media
plan, build, execute, measure &
syndicate social media
Playbook
strategies
• Provides tools for creating KPI’s
& measuring business value
• Includes helpful
templates, checklists and
worksheets
25 Confidential Global Marketing
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
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. 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. Scalable strategy
Clear objectives
Defined processes =
Crisp communications
+ Precise measurements
Global Marketing
32. “Engaging in honest, direct
Conclusion 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
Dell has embedded social media across all businesses and functions, using it to build and nurture customer relationships through listening to, and engaging with customers in meaningful ways. Dell is committed to developing innovative programs that bring our passion for social connectivity and transparency to life, including the Social Media Listening Command Center, IdeaStorm, and a complete training and certification program empowering thousands of employees globally. These efforts contribute to product improvement, positive brand sentiment and an unmatched connection to our customers. Instead of targeting customers, Dell hears what they are saying and invites them to share their ideas.
Dell’s use of social media really goes to the roots of who we are as a company: the power and value of direct connections with customers, as well as using the Web as a tool to be a better business. Our teams have been exchanging information with customers online since the late 1980s with listservs, and by 1996 we had our own Dell Community forums at Dell.com (other examples include: early leadership of e-commerce, the Web infrastructure to drive our supply chain, Premier Pages, etc)Today, we see social media as tool to be used across the fabric/functions of our businesses to build better business and be more connected with customers (i.e. the social web is not just about marketing or a customer support channel, rather it is a tool to be used to collaborate, connect and constantly do more with customers, from quality, to innovation, to building better business processes, to connecting and sharing real time, as well as solving technical or customer care issues) Highlights to pick out:Started with technical support (Customer service delivery)Just over 5 years ago became an early adopter using social media to connect with customers and build a better business. In March 2006 we established the Online Community Outreach team, a group of tech support experts that reached out to bloggers around the world who had questions or required assistance. Later that year we expanded blog outreach beyond tech support to include any conversations about Dell. 2006 was also the year we launched our blog, Direct2Dell.Moved into communications – using as a channel to tell our story – Direct to DellDeveloped into crowd sourced product and service development with IdeaStormGone multi-lingual – multi-platforms – from our own .com/blog out to those customers select for themselves – no good just listening to the conversations in English, in your own front room - got to get out into the street to hear what customers really thinkInternal and external – agent for collaboration and innovation within the organisation e.g. Employee Storm; ChatterDirect sales (or facilitation) channel – lot made of our sales on platforms like twitter with @delloutlet but also important to realise that buying behaviours for products and services are also now heavily influenced by the social web – the opinions of trusted friends often first port of call (social web friends; bloggers)…so bringing those views into the buying process is impactful – so dell.com brings reviews/ratings front and centre with customersPower of advocates/ambassadors not to be underestimated – your team members are powerful voices for your brand/products and services… SMaC training and open access to all the tools they need at work to both LISTEN and ENGAGENote: Google+Dell team members from around the around the world are early adopters and users of social media, most recently on Google+ and Pinterest.
In fact, as I think back in history to the general store or the early department stores or the mom and pop shops in our neighborhoods, the smart business person was a true marketerThat business person knew his customers by name, had a connections with themIndeed therein lies the early beginning of successful business – not the advertisement of brand names but the intimate customer connectionsIn some cases, the general store was actually the community center. People shopped, chatted, shared news, played a game of cards…..So, as we talk today about social media, I think this context is important….
Social media’s rapid growth and measurable impact led to the realization that ad hoc solutions couldn’t scaleWild West: Saloons and churchesPlatforms change, people don’tBlogs, MySpace, Facebook, Twitter, Renren, Tumblr, Pinterest, InstagramScaling needs:Consistent metricsEducationCommunicationGovernance
“Man is by nature a social animal.” Aristotle The motives to engage, relate, share, be accepted are at the base of all social activity. In this sense, the digital world is no different than the physical. Our lives depend on other humans. Infants are born unable to care for themselves. Survival depends on another human's efforts. We develop and learn about the world around us through the filter of other people. Our connections to others are key to not only our survival, but also to our happiness and the success of our careers.
People think there’s a fundamental paradigm shift with the advent of social. There is a paradigm shift, but not at the fundamental level, which is constant.
Lesson 3 and I have touched on this…but over 5 years we have found the conversations touch every part of Dell’s business……well, I'm not sure accounting has many customer conversations about them To realize business value from the customer, it is important that web interactions and conversations are heard by those who are most impacted, the relevant Dell team members and various parts of the business.
"Today, 66% of online Americans are actively using social networking, but only 16% of companies use social media to engage with customers.“You cannot have credibility saying you are customer-centric if you ignore your customers in social media channels.“ Charlene Li
According to ReadWrite Enterprise, “IdeaStorm is one of the touchstones of the enterprise social media age.” Launched in 2007, Dell’s IdeaStorm is a community site where anyone can submit ideas about improving Dell’s products/services, and allows the community to vote for their favorite submissions. Recently reinvigorated, the redesign supports more robust ideation, more prominent member presence and better social sharing. Dell has 28 IdeaStorm Partner employees, representing every aspect of our product line, who promote two-way dialogue between Dell and the community, IdeaStorm is also used to for customer feedback when Dell is in the process of designing/developing new products. In this situation, Dell puts its own ideas on IdeaStorm, hosting a “Storm Session.” Taking place in real-time, participants join a session to provide feedback on issues/proposed products.
Recognizing the focus on resolution, where and when a customer needed it, Dell brought together a unified team of professionals covering both technical support and customer care on the Web for both business to business and consumer customers. Traditionally separate business units, the social media outreach services (SOS) team merged customer care and technical support into one effort. The team established its own “outbound” approaches, listening and hearing a customer in need and proactively reaching out to solve the issue, rather than waiting for the customer to call. Unlike the traditional phone queues, identity of the customer is not always clear, which means the team must operate without always having the benefit of the traditional “case management” information in the Dell systems. Another unique factor impacting this operation is given Dell’s privacy and protection of customer data policies, the Web, unlike a phone call, is public. Therefore the SOS team works in a non-traditional manner to solve issues without the usual confirmation of names, addresses and service tags.
Lesson 5 relates to giving employees the tools to do their job…that means training.At Dell, We have put in place a robust social media and community curriculum that covers everything from our policies about transparency and protecting company and customer information to how to best use tools like Twitter, Facebook, LinkedIn, and blogging
Not everyone necessarily needs to be active on the Web. However, as the social Web emerges as a key marketing tool, every marketing leader needs to understand how to think about challenges, opportunities, costs, and how the social Web may or may not be a part of a marketing campaign or program. The Dell Social Media Playbook is a 105 page internal guide for planning and executing social strategy for the world’s largest social platforms including social networks, microblogs, video blogs, professional nets, as well as photo sharing, presentation, and publishing sites. Dell CMO, Karen Quintos introduces the guide saying, “Success in marketing means recognizing that experts in the social universe have the power to become some of our most authoritative advocates. Exceling as a social business means embracing these relationships and incorporating the feedback we get across the entire fabric of Dell so that we can continue to delights our customers with every touch point.” The innovative guide teaches marketers to build, engage, promote and track successful social media campaigns on behalf of the company. It also talks about tracking listening data before a market launch and how to factor this into messaging development.
Our social media engagement improves Dell’s reach and share of market voice, establishes causality between social media activity and engagement, and contributes greatly to demand generation and higher customer revenue. Most importantly, our social media efforts improve customer loyalty through the solid relationships we build and nurture.