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Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang

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Editor's Notes

  1. Call out strategists.
  2. With limited resources, companies can’t scale 1:1 dialogEfforts are uncoordinated and fragmented –but you will have to clean upDemands will compound, regardless of existing resources
  3. Talk about what we learned first hand about these models
  4. Maybe mention tony Hseigh
  5. CHRISTINE make this percentages only –not the text below.
  6. Do a build.Show the left hand side first, th
  7. Too much text, remove side
  8. http://www.mstechpages.com/2011/01/12/microsoft-official-social-network-accounts/
  9. http://www.mstechpages.com/2011/01/12/microsoft-official-social-network-accounts/
  10. SOURCE: http://thecustomerevolution.blogspot.com/2010/12/giffgaff-case-study-of-customers-in.htmlProduct co-creation - right from set-up GiffGaff engaged their target market in 2 way dialogue, asking potential customers and early adopters to decide on how best to structure their tariffs. Similar to Dell IdeaStorm, GiffGaff have continued their Ideas page and at the point of writing they have implemented 112 ideas direct from their community.Community support – the GiffGaff community is perhaps best shown within customer service. All of GiffGaff’s customer service is online. They pro-actively push information out to their notice boards page e.g. service issues. They publish customer-generated tips and tricks and FAQs. They also make extensive use of their community forum for peer to peer support (supported by intervention and moderation by GiffGaff employees when required).The community has radically cut customer support costs compared to the traditional contact centre-centric model. GiffGaff estimated that if O2 could replicate the model with just 25% of their customers participating, they could save c£20m per year.Payback Scheme - Perhaps the most innovative aspect of the community forum is that users are incentivised to participate through the use of a payback scheme. The payback scheme rewards GiffGaff members for helping GiffGaff out with Kudos points which can either be redeemed for pre-pay credit, or donated to charity (of course a charity of the community’s choice!).Social Marketing – GiffGaff’s above the line marketing is minimal for a Telco company. Instead they prefer their customers to spread the word on their behalf. Again they use Kudos points as an incentive - customer’s get 50 points each time they e-mail a friend or 500 points for each SIM card they send to a friend that is activated (where 1 point = 1p). That’s not a bad cost of acquisition and advocacy generates 25% of new customer connections.GiffGaff’s results so far have been impressive and pretty interesting:50% of customer questions are answered via the community (as opposed to online self service or GiffGaff employee moderation).The average response time for any question posted in the forum (24x7) is under 3 minutes and 95% of all questions are answered within an hour. I suspect most Telco call centre customers would still be navigating an IVR after 3 minutes, let along speaking to an agent or having their problem resolved!GiffGaff‘s NPS score is 75 - way above the industry average and approaching that of Google or Apple. They publish their customer satisfaction scores here.GiffGaff have found that the traditional 90-9-1 model of participation (See Michael Wu’s blog for an explanation) has changed with their rewards system. They estimate that they have a 1-25-74 model i.e. a much higher percentage of occasional forum users.DATE: July 13, 2011#telco #tech #smb#community#support #advocate#christine
  11. https://www.homeownersupport.com/Briefing with Frank Eliason 8/12:We started engaging forums and blogs. We concentrated on people struggling with mortgages, reaching out proactively. They didn’t want to have a conversation on Facebook and Twitter. They wanted to be anonymous, but they were visiting questionable sites, some are legit. Most of the places they go to are very negative places, for example: I guarantee you a modification if you give me $1000. You really need to know your customers. If people are struggling with their mortgage, the last person they want to call is their mortgage broker. How do you get them to come out of their shells? We studied these conversations, and wanted to build a safe space for people to talk, also own SEO
  12. http://www.fiskateers.com/Fiskars hired corporate identity consultants Brains on Fire in 2006 to help come up with a new image. Brains on Fire looked for how people socially discuss crafting, how they make their connections and who the influencers are. It set up 150 interviews with members of Yahoo crafting groups and joined conversations about crafting on message boards and other online communities.The agency’s research found a social and robust crafting community—and its age skewed younger than expected. It decided that it needed to create brand ambassadors to help connect Fiskars and the crafting community.After dozens of in-person interviews, it selected four women from various walks of life to become “The Fiskateers.” The ambassadors preside over a blog-based community, and they are paid for 15 hours a week of brand ambassador time.The four lead Fiskateers attend tradeshows and lead classes in scrapbooking at stores in their regions (and beyond). They build relationships with storeowners. They also have online chats with product developers so corporate officials can feel their customer excitement and passion.The Fiskateers program is run by the PR division, not advertising, and reports to the PR director.Branded mentions of Fiskars products are up more than 600% mentioning Fiskars products by name (not including the Fiskateer blog and website, from 400% in 2007) on a per-week basis since the program began.http://www.whatsnextblog.com/2008/10/fiskateers_how_a_social_community_became_a_veritable_sales_force/http://www.fiskateers.com/blog/fiskateer-history/
  13. http://www.microsoft.com/windows/social/
  14. http://techcrunch.com/2010/12/21/facebook-launches-instant-personalization-on-tripadvisor/