Through our joint awards program, 1to1 Media and Gartner spotlight excellence among organizations that have swept past their competition by implementing enterprise-wide customer-focused strategies that significantly improve business performance.

1. 2013
MEET THE
W I N N E R S
As the 2013 Gartner & 1to1 MediaCRM Excellence Awardwinners prove, taking acustomer-centric
approach to business
takes care of the
bottom line.
Customer Obsessed. Strategy Focused.
Results Oriented.

3. CUSTOMER ANALYTICS
GOLD: Maple leaf sports & entertainment: MLSE uses
behavioral data and customer insight to better target email cam-
paigns and deliver relevant messaging, focusing on long-term
retention over single ticket sales on creating lifelong fans. .......... 5
SILVER: AAA: The auto clubs federation is leveraging customer
data to understand its millions of customers, allowing clubs to
interact with their members in a more relevant way .................... 6
CUSTOMER EXPERIENCE EXCELLENCE
GOLD: intuit, inc.: Gathering and acting upon an extensive
array of customer input has helped Intuit drive higher satisfaction
and renewal rates......................................................................... 7
SILVER: United Airlines: The airline is making extensive use
of data about its frequent flyers and non-members to deliver richer
experiences and offers................................................................. 9
CUSTOMER SERVICE OPTIMIZATION
GOLD: Cisco: Users and experts help shape and create con-
tent, advancing Cisco’s effort to boost loyalty and personalize the
consumer’s online support experience......................................10
SILVER: Cigna: Cigna aims to make healthcare a fun, relevant
part of each person’s everyday life by helping every customer
reach their full potential..............................................................11
INTEGRATED MARKETING PERFORMANCE
GOLD: Autodesk, inc.: The software company added a layer
of gamification to its software trials, allowing users to compete in
a more engaging experience......................................................12
SILVER: eaton Corporation: The power management
company embarked on a marketing campaign to penetrate the
IT market ................................................................................13
SALES FORCE EFFECTIVENESS
GOLD: Agreliant: Mobile CRM is helping the seed company
be more agile in its sales process, which has led to a more robust
customer database ....................................................................14
SILVER: ingram Micro: The tech company has made it easier
for resellers to renew service contracts that are about to lapse,
leading to an increase in sales and better customer service......15
SOCIAL AND MOBILE ENGAGEMENT
GOLD: Best Western: By integrating customer insight from
social review sites, the hotel chain has developed an engagement
strategy that values transparency and cultivates trust ..............17
SILVER: lego systems inc.: Through fun and imagination,
thetoymaker’ssocialcommunityexpandsuponthebrandpromise
by clearing the path for safe, creative storytelling and educational
opportunities ..........................................................................18
WINNERS
MEET THE
2013W I N N E R STHE AMERICAS
©2013 Peppers & Rogers Group. 1to1 Media is a division of Peppers & Rogers Group. All rights protected and reserved.
BY CYNTHIA CLARK, THOMAS HOFFMAN, AND ANNA PAPACHRISTOS
DESIGN BY LORRI COSENTINO
CONTENTS

4. 4 #GartnerCRM
In 1993, Don Peppers and Martha Rogers, Ph.D., collaborated on a book called
The One to One Future. In the book, the duo described what they envisioned as
the quintessential marketing future, consisting of an environment that fosters
collaboration with individual customers, strategies for nurturing clients, inte-
grated marketing practices, customer portfolio strategies, employee org charts
designed around the customer, and a virtual business environment.
In this one-to-one environment, Peppers and Rogers predicted this: “You will find yourself col-
laborating with one customer at a time. You will collaborate by helping a particular customer
shape what he wants from your firm, often by helping him design his own product or service
package. At the very least, you will have to have the ability to discuss your product and service
with individual customers, so you can help them solve their problems and meet their needs.”
On the 20th anniversary of that book, it appears as though we’ve arrived at that future. The 12
companies honored in this year’s Gartner & 1to1 Media’s CRM Excellence Awards have proven
that an enterprisewide focus on the customer experience can yield impressive results.
From implementing processes and strategies aimed at understanding customers’ individual
issues to creating integrated, cross-channel customer experiences that are tailored to their
individual preferences, the 2013 winners are setting the standards in CRM. As a result, they are
gaining an unprecedented understanding of their customers, going above and beyond their
expectations along the way.
We salute these customer experience groundbreakers and wish them continued successes
in their CRM journeys. — Mila D’Antonio, Editor-in-Chief, 1to1 Media
Blazing the Trail for Customer Experience
A panel of judges, including Gartner analysts, past award winners, and 1to1 Media Editor-in-Chief Mila D’Antonio, reviews
the nominations and selects the winners in each category of the Gartner & 1to1 Media CRM Excellence Awards. This year’s
judges include:
Guy Benham, Business Improvement Manager,
British Gas Company
Ven Bontha, Director of Customer Experience
Management, Cemex
Kim Collins, Managing Vice President, Gartner
Mila D’Antonio, Editor-in-Chief, 1to1 Media
Gareth Herschel, Research Director, Gartner
Steve Jackson, CIO, Harry Rosen
Michael Maoz, Vice President, Distinguished Analyst, Gartner
Jenn McMillen, Division Vice President of Loyalty
and CRM for GameStop
Patrick Stakenas, Vice President and
Distinguished Analyst, Gartner
Jenny Sussin, Senior Research Analyst,
Social CRM, Gartner
Ed Thompson, Vice President,
Distinguished ROM, Gartner
Penny Tootle, Customer Service Supervisor,
Las Vegas Valley Water District
Peter Winemiller, Senior Vice President of
Guest Relations, Oklahoma City Thunder
2013 Gartner & 1to1 Media CRM Excellence Award Judges
Gartner & 1to1 Media CRM Excellence Winners

5. 5www.1to1media.com/crmexcellence
Sports fans are extremely devoted and passionate. They stand
by their favorite teams no matter the score. But, when it came
to cultivating steadfast customer relationships, Maple Leaf
Sports & Entertainment (MLSE) decided it needed to boost its
service performance in order to win over the loyal hearts of its
customers for good.
As Canada’s leading sports and entertainment organization,
MLSE owns the NHL’s Maple Leafs, NBA’s Toronto Raptors,
AHL’s Toronto Marlies, Toronto FC of Major League Soccer,
Air Canada Centre, Real Sports Bar & Grille, and numer-
ous other sports and entertainment properties. Its CRM and
research department, which acts as the central hub for analyt-
ics and customer intelligence across the organization, leads
the charge in championing intelligence-based decision-mak-
ing across all of MLSE’s properties, leveraging insights from its
database of more than two million customers to strengthen its
core organizational value of “exciting every fan” in particular.
“Our fans are the lifeblood of our teams,” says Neda
Tabatabaie, director of CRM and research, Maple Leaf Sports
& Entertainment. “They live at the center of our company’s
vision and values, and we strive to excite and inspire them
with everything that we do. Our ‘fans first’ approach means
understanding our fans and their needs, giving them the
proper channels to share their feedback, listening to them, and
applying the learnings.”
To extract customer insight, MLSE segments fans based on
their demographics, lifestyle habits, and consumer behavior
to develop a clearer picture of how these fans interact with the
various teams. Understanding these interactions allows MLSE
to service customers better, while also boosting its ability to
provide timely, relevant campaigns and messaging to these
fans. By analyzing its CRM database’s wealth of diverse fans,
MLSE was able to gauge customers’ varying expectations and
measure their satisfaction, validating whether they are truly
receiving the right messages at the right times. Customer sur-
veys show that more than 85 percent of Season Seat Holders
were highly satisfied with the amount of communications they
received, while 90 percent of Insider email opt-ins were highly
satisfied, helping to reinforce that analytics and targeting
strategies are enhancing the positive fan experience.
MLSE’s ability to factor fan feedback and customer intelli-
gence into all key decisions for the organization depends on
the support the CRM and research team has received from
senior management and stakeholders to establish this suc-
cessful analytics program. Buy-in across the organization
triggered more productive service interactions with fans,
more timely access to customer data for analytics, and deeper
insights into what truly inspires fans. MLSE wants to make
sure fans are informed about the next event or game with-
out bombarding them with too many messages. Analyzing
three years of ticket purchaser data also revealed that MLSE
needs to be more mindful of fan life stages and provide fans
with options based on where they are in their life, family, and
career commitments.
For example, MLSE targets one key Raptors demographic—
the “Young Urban Trendsetter” segment—by tailoring
marketing messaging to these 20-something-year-old con-
sumers looking for the latest products and entertainment
experiences. By presenting them with relevant ticket offers
for Friday night games and “Guys Night Out” specials, MLSE
has seen a 30 percent email open rate. MLSE’s particular focus
on providing excellent service to these fans also stems from
the need to nurture them to long-term fandom, for these tools
allow the company to tailor the right messaging to the right
Maple Leaf Sports & Entertainment’s
Customer Strategy Cultivates Fans for Life
MLSE uses behavioral data and customer insight to better target email campaigns and deliver
relevant messaging, focusing on long-term retention over single ticket sales on creating
lifelong fans. —by Anna Papachristos
H gold
Customer Analytics
BUSINESS
Boost
MLSE’s fan-focused culture brings
relevant messaging to the right customers
at the right time, resulting in a 54 percent
increase in email open rates and a 166
percent increase in click-through rates
during the 2011-2012 sports season.
To View RelaTed Video

6. 6 #GartnerCRM
The American Automotive Association (AAA) is commit-
ted to remaining a member-centric organization which
not only provides safety, security, and peace of mind,
but also anticipates the needs of its more than 53 million
customers who are members of the federation’s 44 affili-
ated auto clubs. The clubs are cognizant that in order to
be successful, they need to leverage customer analyt-
ics to understand what its members require, and then
respond to those needs before they ask.
However, some clubs were using simplistic cus-
tomer analytics strategies and were relying on basic
customer profiling. Despite hiring expensive teams of
consultants and contracting third-party predictive mod-
els, the clubs weren’t able to scale these initiatives and
were struggling to optimize relationships. Further, while
some clubs were very analytics-driven, others weren’t
as savvy. “We were missing opportunities to grow our
business,” notes Daniel Mathieux, director of AAA’s
Member Relationship Management action center, which
AAA set up to help clubs with customer analytics initia-
tives. The action center had a four-pronged objective:
Leverage national buying power of hardware, software,
and market data; socialize best practices for marketing
and analytics; provide customer analytics; and support
clubs’ membership relationship management and cus-
tomer analytics initiatives.
The first task that the action center needed to mas-
ter was creating a 360-degree view of AAA members
through the aggregation of more than 2,500 attributes,
with the aim of helping clubs predict member needs. In
2009 the action center implemented a predictive analyt-
ics solution by KXEN, allowing AAA to quickly create
and evolve analytics models. The center’s team of mar-
keting analysts works with each individual club to create
a plan and then use the automated system to deliver
analytics to optimize club cross-sell, acquisition, and
retention campaigns.
Increased customer visibility means that clubs know
the characteristics of customers who are likely to
respond to a given offer or can identify members at risk
of churn. Mathieux notes that while AAA has a renewal
rate in the upper 80’s, new members are the most likely
to churn but their propensity to renew their membership
increases exponentially when they use one of the prod-
ucts offered by AAA.
Data is being used to listen to members, focusing on
what different customer segments find most appealing.
The federation was quick to see results. After applying
customer analytics to travel campaigns for one year,
one particular club reported a 42 percent year-over-year
increase in sales. Individual clubs believe the campaigns
have contributed to substantial incremental sales across
AAA’s network, with some of the larger clubs increasing
their sales by millions of dollars.
Further, a forecasting initiative uses customer road
service history to predict call counts and the types of
vehicles needed at a facility, allowing AAA to be more
agile in responding to roadside assistance requests.
The federation has achieved a forecast accuracy of 89.5
percent, leading to cost savings, partner loyalty, and
increased member satisfaction.
Seeing the strength of predictive analytics and the
successes achieved, individual clubs have been request-
ing more analytics insights from the action center, which
has grown from five people when it first started in 1998
to a 30-strong team. In fact, the center uses predictive
models to help clubs serving 93 percent of AAA’s mem-
bership optimize marketing campaigns.
Membership renewal rates have also increased
slightly, from 87.9 percent in 2009 to 88.2 percent in 2012.
fan at the right time, thereby developing a stronger relation-
ship with the fan of the future.
Thanks to MLSE’s fan-focused culture, the 2011-2012 sports
season saw a 67 percent decrease in the number of emails
fans received over previous seasons, a 54 percent increase in
email open rates, and a 166 percent increase in click-through
rates, proving that the right messaging must be reaching the
right fans at the right time. Driven entirely by customer ana-
lytics, and led by the cross-departmental agreement to think
differently, MLSE has truly prioritized the long-term value of
its customers rather than reaping the immediate and short-
term gains of a single ticket sale.
AAA Drives Customer Centricity
with Savvy Data Use
The auto clubs federation is leveraging customer data to understand its millions of
customers, allowing clubs to interact with their members in a more relevant way.
—by Cynthia Clark
H silver
Business
Boost
By leveraging
customer analytics,
the AAA’s different
clubs are able to
have more relevant
communications
with their mem-
bers, improving
their experience.
Customer Analytics
AAA
To View Related Video

7. Intuit has some pretty audacious goals for wowing its custom-
ers. The maker of financial software has set a goal for each of
its flagship offerings to achieve a Net Promoter ScoreTM
(NPS®
)
that is at least 10 points higher than each of its competitors.
Impressively, more than 70 percent of these products reach
that goal.
Customer experience has strong business ramifications
for both Intuit and customers of its Accounting Professional’s
Division (APD). For accountants and tax preparers, time is
money. Time wasted navigating a poorly designed system or
holding for support can translate into hundreds of dollars of
un-billable time or lost business opportunities. The customer
experience strategy for Intuit’s APD group is set up to enable
the organization to design product offerings and experiences
that deliver time savings and crackerjack execution while
retaining a customer-focused mindset. The group’s customer
experience program focuses on continuously elevating NPS
and customer retention as its primary business goals.
APD’s ability to deliver great customer experiences doesn’t
just happen by chance. Although APD product managers are
the end-to-end custodians of the customer experience, the
Customer Experience and Business Excellence (CEBE) team
for APD supports product managers and functional groups by
providing market insights, and helping them gauge and under-
stand the state of customer experience and identify areas for
improvement. CEBE has developed a methodical approach
to gathering, analyzing, and acting on customer feedback to
improve the customer experience. The group has developed
a three-pronged approach for delivering exceptional customer
experiences: 1. providing accountability during the product
design, 2. creating a structured approach for driving excel-
lence, and 3. fostering a high-performance
culture that’s passionate about serving
the customer.
In the first approach, Intuit has cre-
ated a design for delight (D4D)
group that uses a set of tools
and processes to support
customer experience
design. Intuit has more
than 200 employees
with D4D expertise,
known as “innovation
catalysts,” who are also available for coaching and consulta-
tion during product design initiatives.
The second prong that supports APD’s ongoing com-
mitment to customer experience is a structured approach
the group has developed to drive execution for excellence.
Components that help drive successful execution include the
use of an effective process management methodology, con-
tinuous improvement efforts, and a closed-loop system for
gathering, acting on, and communicating back to custom-
ers how their input has been used to improve the customer
experience.
Third, in order to ensure that it is delighting customers,
Intuit’s APD group gathers and acts on customer feedback in
a variety of ways. In addition to conducting regular surveys
of the accounting professionals who leverage its software
using Medallia’s customer feedback and reporting platform,
APD also hosts a number of forums throughout the year to
obtain customer feedback. These include an accountant coun-
cil, a group of 12 to 15 accounting and tax practitioners who
are invited to one of Intuit’s campuses twice per year to learn
about and provide feedback on APD’s strategy, roadmap,
and products. Intuit also administers a panel of about 10,000
accountants and tax professionals who share their input
through in-depth interviews and topical surveys.
The company’s online suggestion box is also a valuable
mechanism for gathering customer insight. “We get feed-
back from all the different channels, we review the customer
voice weekly, and we identify areas where we need to make
improvements and then teams take action on making those
improvements,” says Alice Chu, a former senior customer
experience business partner at Intuit.
Unifying the feedback loop
To close the loop with the online suggestion
box, the CEBE team may share with cus-
tomers how a particular suggestion was
acted upon. One way the company
does this is through its marketing com-
munications. After customers receive
their contract renewal notices, they
can, and often do, suggest product or
customer experience improvements in
their renewal forms.
Intuit Accounts for Positive
Experiences via Customer Feedback
Gathering and acting upon an extensive array of customer input has helped
Intuit drive higher satisfaction and renewal rates. —by Tom Hoffman
H gold
Customer Experience Excellence
7www.1to1media.com/crmexcellence
Business
Boost
From 2009 through
2012, transactional NPS
increased 18 points for
service and support.
To View Related Video

9. 9www.1to1media.com/crmexcellence
The 2010 merger between United Airlines and
Continental Airlines created not only one of the
world’s largest airlines, but also one of the world’s
biggest loyalty programs. As the two airlines went
about merging their respective customer databases,
executives at United saw an opportunity to explore
new and creative ways to use customer data from
both MileagePlus and non-members that could help it
build richer profiles of its customers that could enable
the airline to deliver personalized and relevant com-
munications, critical day-of-travel updates, and to
ultimately deliver better customer experiences.
United also sought to break new ground. The only
customer database that United previously maintained
was for its MileagePlus members. United decided to
expand the database in order to provide more relevant
and personalized communications with the millions of
customers who aren’t MileagePlus members and to
better serve their needs.
United partnered with Acxiom Corp. to help it build
richer profiles of its MileagePlus members and also
non-members. In addition to identifying duplicate
records to help United work with the cleanest and most
accurate member information possible, Acxiom also
overlays demographic and lifestyle data on top of cus-
tomer records and groups them into customer types.
For instance, while United tries to include basic demo-
graphic information in each member profile such as
age, household income, and net worth, in some cases
it relies on Acxiom to either fill in missing pieces of
information or to add interest-specific elements, such
as golf, says Mark Krolick, managing director of mar-
keting and product development at United.
United has also been able to make more effective
use of its member data and interact with customers
in ways it wasn’t able to before. Each day, United
analyzes its MileagePlus database to identify custom-
ers who are about to reach a certain milestone, such
as specific mileage levels, program anniversaries, or
birthdays. The general manager, or another designee
at one of the 72 domestic airports that the program
has been extended to, then fills out a hand-written
thank-you card and passes it along to an agent to
hand out to these customers as they scan their board-
ing passes when they’re about to board their flights.
“The customer feedback has been a nice validation
and we’re seeing value from the program,” says
Michelle Brown, director of the MileagePlus program
at United.
Having richer customer information has enabled
United to segment its customers more accurately. For
instance, United can group customers by similar past
behaviors, such as customers who have been price
sensitive. United can then use these insights to create
relevant offers for customers.
United’s ability to develop rich information about
its customers—loyalty members and non-members
alike—has enabled the airline to be more relevant and
drive greater revenue. Since the launch of the initia-
tive, United has been able to convert 4 percent of its
non-members to the MileagePlus program, resulting
in tens of millions of dollars in additional revenue.
“We’re investing in customer service and the right
marketing technologies.... The pieces are all falling
into place for us to become the world’s leading air-
line,” Krolick says.
Customer Experience Takes Off
at United Airlines
The airline is making extensive use of data about its frequent flyers and non-members
to deliver richer experiences and offers. —by Tom Hoffman
H silver
Customer Experience Excellence
Customer comments from promoters, neutrals, and detrac-
tors are also distributed through a weekly Listen2Me document
that Intuit product managers and others are able to share.
Through its efforts to listen to the voice of its customers
and respond to their comments and requests, APD has been
able to generate strong business benefits. From 2009 through
2012, transactional NPS has increased 18 points for service
and support. Meanwhile, renewal rates for most customer seg-
ments continue to grow. In addition, under Intuit’s closed-loop
feedback process, detractors who were called and spoken to
by an APD employee have 9 to 10 percent higher renewal rates
than detractors who weren’t contacted.
Looking ahead, Intuit continues to explore ways to gather
and act on customer feedback in real time. Tim Rollins, APD
customer experience leader, explains, “We’re sensitive to
survey burnout, so we’re actively looking for ways to readily
glean customer feedback...that can draw on a conversation in
real time without the need to conduct a survey.”
BUSINESS
Boost
United has been able
to convert 4 percent of
its non-members to the
MileagePlus program,
resulting in tens of
millions of dollars in
additional revenue.

10. 10 #GartnerCRM
For many customers, the decision to purchase doesn’t solely
revolve around product features or cost because the customer
experience rarely ends at the point of sale. Most customers
prefer to do business with companies that also offer depend-
able customer service throughout the entire customer journey.
With this in mind, Cisco Systems, Inc. set out to bring collabo-
ration into the service and support mix, measurably boosting
customers’ and partners’ online support success.
In its move toward improved customer service support,
Cisco decided that future success would hinge upon Web
ease, speed, and increased sources of knowledge. Cisco’s
team noticed that the best service sites were easy to navigate,
recalled the customer’s identity, tailored content by tracking
online behaviors, and supplemented self-support with forums.
With these aspects in mind, Cisco established its goals around
simplifying and personalizing the Cisco Support Website’s
self-service offerings, growing a robust community to mobi-
lize networking and social wisdom, and bringing agents
explicitly into the fold.
To bring these goals to life, Cisco’s Smart Web Technology
Group (SWTG) and its Smart Web Community Management
Group (SWCMG) aligned to form an established team dedi-
cated to user experience, customer interaction, and analytics.
These two departments combined their expertise in order to
develop a community that focused on both self-service and
peer service offerings. By engaging users and allowing them
to help shape the site and its content, Cisco has created an
environment that welcomes knowledge from both users and
experts. The support community not only discusses issues,
but also contributes content, rates answered questions, and
attends or replays webinars. This initiative also employs lead-
erboards, which reflect Cisco’s recognition program’s drive to
incentivize customers and experts to answer questions, share
solutions, and contribute content.
“Today we see great opportunities to engender a true “One
Cisco” Web experience by joining with other teams to ensure
all the parts fit together,” says Glenn Schleicher, director,
Cisco Smart Web Technology Group (SWTG). “For example,
we place links to current forum discussions right on top of each
product support page. Why? Because someone over there
may have just answered a nagging installation question.”
For Cisco, support and community play mutually reinforc-
ing roles. This symbiotic relationship has helped to build
loyalty and fortify the sales value proposition by helping
customers resolve issues efficiently and engaging them in
change. In 2012, Cisco’s 4.1 million unique monthly visitors
resolved 390,000 issues per month, deflecting 84 percent of
technical issues online, thereby saving Cisco millions of dol-
lars and customers hours of call time. “Truly loyal” customers
with service contracts also saw significant improvements, ris-
ing to 83.5 percent, versus 24 percent and 27 percent loyalty
expressed for Cisco’s two major competitors.
Cisco’s effort to craft an easier, more personal Web experi-
ence has also made support more widely accessible, as this
uniform, worldwide experience offers identical advantages
for every user. By logging in when visiting Cisco’s website,
individuals can now immediately link to product pages they
frequently view, see a personal download history and corre-
sponding new releases, start “one-click” downloads, check
support case status, or open a new case. By offering personal
dashboards with “hot links,” Cisco has managed to turn Web
histories and preferences into a powerful asset for finding
answers quickly.
By constructing single and collective customer views to
improve support, site logins continue to increase. Since
October, Cisco’s support site has seen a 64 percent jump in
visitors who log in to the support home page each month,
allowing the site to track the customers’ behaviors and interac-
tions. Remembering each individual not only takes customers
to the right destination in fewer clicks, but also creates a
personal connection. In the end, personalization also boosts
customer retention, as users are constantly welcomed by the
fact that each interaction allows Cisco to get to know them
even better.
Cisco Cultivates Community Through
Collaborative Self-Service Support
Users and experts help shape and create content, advancing Cisco’s effort to boost loyalty
and personalize the consumer’s online support experience. —by Anna Papachristos
H gold
Customer Service Optimization
last year, customers resolved
390,000 issues per month,
deflecting 84 percent of support
cases and saving Cisco millions
of dollars in call center costs.
BUSINESS Boost
To View RelaTed Video

11. 11www.1to1media.com/crmexcellence
Doctors may no longer make house calls, but
for Cigna, reviving the personalized approach
for today’s consumer has boosted engage-
ment and instilled the sort of trust that has
been absent from the industry in recent years.
In its move to connect consumers with cus-
tomer service, Cigna instituted a social media
strategy that has enabled it to engage with
customers in a way that reaches them on their
terms and through their channel of choice. By
providing customers with an array of contact
channels, Cigna also reinforces transparency
in its customer interactions, as customer ser-
vice professionals actively engage across
platforms, including Facebook, Twitter,
LinkedIn, Pinterest, Foursquare, Tumblr, pod-
casts, and YouTube. This online customer
service optimization strategy, managed by
Cigna’s Internet Customer Service (iCSA)
team, supports questions about MyCigna.
com, monitors and responds to postings on
social media sites 24/7/365, addresses all ser-
vice related postings, and engages in other
areas of the organization when additional sup-
port is needed.
“Cigna is committed to helping our custom-
ers improve their health, well-being, and sense
of security,” Eric Galvin, senior director of ser-
vice operations at Cigna. “We recognize that
to be a truly customer-centric company, we
need to be where our customers are. By engag-
ing with our customers through social media,
we have the opportunity to show them we are
listening and demonstrate we want to build a
relationship of trust. We want to understand
each customer’s unique needs so we can deliver
solutions relevant to their personal health.”
By upholding its mission to care for the
individual, Cigna has been able to tap into
the opinions, concerns, likes, and dislikes
frequently shared on the Internet by custom-
ers to earn their trust and cultivate brand
ambassadors who will embrace and recom-
mend the service to others. Social media also
offers Cigna the unique opportunity to reach
people who may not be current customers by
presenting prospective and current consum-
ers with health-related information, facts, and
tips through Cigna’s GO YOU! Facebook page,
Twitter feed, and YouTube account.
While making health a fun and relevant
part of each person’s everyday life represents
Cigna’s primary goal, the GO YOU! brand also
honors the individual, recognizing that each
customer has their own needs. Cigna strives
to help customers be true to themselves and
reach their full potential, going beyond bene-
fits coverage and insurance claims by offering
health coaches who work with customers to
set up personal plans that support their indi-
vidual health goals. For Cigna, the GO YOU!
brand represents the company’s overarching
mission to earn trust and build long-term,
fulfilling customer relationships that inspire,
encourage, and celebrate each individual.
Since implementing this personalized
social strategy, Cigna has seen a 20 percent
increase in its transactional NPS, while its GO
YOU! Facebook page added 4,396 new “likes”
in November 2012 alone. Cigna also set and
surpassed its goal to respond to 90 percent of
customer-related issues within 30 minutes of
posting, often redirecting customers to more
personalized service settings, such as phone
or direct email when appropriate, to protect
confidentiality. Public relations personnel
handle inquiries relating to industry criticism,
healthcare reforms, and questions about
products, with an overall goal to respond
to all posts within two hours. However, in
November 2012, Cigna exceeded its business
goal by responding to more than 99 percent of
customer posts within 30 minutes, exhibiting
the company’s core mission through action.
Cigna Personalizes Its Approach to
Healthcare Customer Service
Cigna aims to make healthcare a fun, relevant part of each person’s everyday life
by helping every customer reach his or her full potential. —by Anna Papachristos
H silver
Customer Service Optimization
BUSINESS
Boost
By treating each
customer as an
individual, Cigna
has seen a
20 percent
increase in its
transactional NPS,
while its GO YOU!
Facebook page
added 4,396
new “Likes”
in November 2012
alone.

12. 12 #GartnerCRM
First impressions are not only imperative in life, but they’re
also important in business. Forward-thinking organizations
are putting in a lot of effort to make sure they leave a posi-
tive impact on their customers and prospects from the first
interaction.
Autodesk, which creates software for architects, engineers,
and special effects professionals around the world, was
cognizant of this and wanted to make sure prospects’ first
experience of its products was positive. The company’s cus-
tomers expect to try out Autodesk’s sophisticated products
before they make a purchase to be sure they’re making the
right financial investment. It is therefore essential for Autodesk
to create a meaningful initial user experience for products that
replaces a significant learning curve.
This was a challenge for Autodesk, notes Sheila Tolle,
senior director for e-commerce and small business marketing.
“We needed to find a way to viscerally demonstrate the value
and selling points of the software in a way that truly gave the
customer a great experience,” she says. The aim was to get
customers to really understand the value that the software
would add to their workflow.
While the majority of customers only open a trial once,
Autodesk’s business leaders were aware that those who
open the same trial three times or more are twice as
likely to make a purchase. It was therefore important
to make trials more engaging to encourage customers
to use them and become familiar with them.
Armed with this knowledge, Autodesk decided to
introduce a layer of gamification and link it to social
channels. Tolle says the company wanted to create a
“curated and guided learning experience” that pro-
vided incentives for trial users and was also fun.
“The point was to leverage game mechanics
and psychology to get trial users to be more
engaged,” Tolle explains.
Last fall, Autodesk launched “Uncharted
Territory,” an in-trial marketing game for
Autodesk 3ds Max, a 3D modeling, ani-
mation, and rendering software. Using
Badgeville, Autodesk built game
mechanics into the trial, providing a
way to reward customers for using
the trial. Tolle describes the initiative as a “learning experi-
ence contextualized within a ‘race against time’ narrative.”
Through a series of missions, users were guided through the
various features of the software. “At the heart of these mis-
sions is the learning track that walks a user through activities
where they interact with the product and learn how to use it,”
Tolle explains. Players earned points and achievement badges
when they completed missions, which they could share on
Facebook and Twitter to earn additional points. In order to
increase the element of competition, Autodesk developed a
leaderboard that ranked trial users against their peers, and
ultimately showed who won the game.
Throughout the experience, Autodesk kept in touch with
users through emails highlighting the leaderboard and
encouraging them to continue playing. Autodesk decided to
host the game on its key community site, AREA, where 3ds
Max users were already congregating to share their work and
participate in forums. “This strategy helps pull in new players,
get blogger coverage, and encourage game-related conversa-
tions within the customer forums,” Tolle notes.
Autodesk was also aware of the important role that
social media has in its clients’ decision-making process.
Word of mouth is critical in the purchasing decisions of
very small businesses, with which
Tolle’s team mainly works, and they
use social media as part of their vali-
dation and vetting process. “Social
media is where this peer review and
endorsements take place,” she says.
“[Prospects] use it to determine
whether our products are right for
them and how their peers are using
them.” In fact, research showed that
YouTube is one of the first places where users go to
get training in using the software. The team lever-
aged Facebook and Twitter to promote the games
and to reward players who shared their mission
completions on social channels, which in turn
would attract their friends and followers to
the game.
More than 600 trial users played the game
over a three-month period, Tolle explains.
Autodesk Ups Engagement
with Gamified Trials
The software company added a layer of gamification to its software trials, allowing
users to compete in a more engaging experience. —by Cynthia Clark
H gold
Integrated Marketing Performance
BUSINESS
Boost
gamification
increases Autodesk’s
trial downloads and
ups sales.
To View RelaTed Video

13. Positive brand perception is imperative for orga-
nizations to succeed and create brand awareness,
especially when trying to penetrate a new market, like
the IT sector. Power management company Eaton was
facing this challenge since it was largely unknown
among small and medium business IT professionals.
The $17 billion company, which markets prod-
ucts and services to chief technology officers to
provide power to small and medium-sized data cen-
ters, wanted to improve its brand perception among IT
professionals. Kristin Somers, marketing communica-
tions manager at Eaton, explains that the brand was
already established in the electrical power distribution
space and large data center markets, but only had a
minimal presence in the IT channel, particularly in the
small and medium business market. She notes that
understanding the demands of the IT community, the
company wanted to introduce more customers to its
power management products and services.
In fact, at the beginning of 2011, Eaton had less than
a 5 percent share of the SMB IT market, opposed to
its largest competitor which commanded an 80 to 90
percent share. This lack of brand recognition meant
that field sales representatives were encountering
challenges selling Eaton’s products since most pros-
pects had never heard of the company and were not
comfortable switching to an unknown manufacturer.
“It was clear we needed to introduce Eaton, gain
awareness, and increase sales,” Somers says. “A
game-change was needed.”
With acquisitions and new products poised to
launch, Eaton’s business leaders felt the time was
right to further position the company as an IT solu-
tions provider. The organization determined the need
for an integrated marketing campaign to differentiate
the company and generate leads for partners, recruit
new Eaton resellers, and increase awareness and
preference for Eaton’s products in the market.
Afterresearchingthesituation,Eaton’sleadersdeter-
mined the need to position the company to behave as
a challenger brand and demonstrate that it truly under-
stands the IT professionals who influence purchases.
A required change was to communicate to different
audiences in the most relevant way. Previously, Eaton
was sending its three client segments—directors of IT
and IT managers, CIOs and CTOs, and IT resellers—
email notifications about product launches. Eaton held
focus groups and one-on-one interviews to determine
audience pain points and challenges to tailor the cam-
paign messaging to their needs.
The campaign, “Things Have Changed,” kicked
off at the end of August 2011 featuring IT manag-
ers’ desk toys, ranging from finger puppets to mini
Triceratops, with the aim of showing IT managers
that Eaton understands their needs. This underscores
the company’s expertise in IT and data center solu-
tions while positioning Eaton as a company that gets
IT. The campaign was built as an online ecosystem,
with numerous channels and tactics, including print
and banner advertising, email, direct mail, and social
media, driving traffic to the SwitchOn.eaton.com web-
site, a hub that invited users to share their personal
information to either download a white paper, sign up
for sweepstakes, or create a caption for images of desk
toys, among other interactions.
The success of the campaign was evident from
the start. In Q42011 alone, the campaign exceeded
the goal of gathering 10,000 end user leads and 400
reseller leads in a third of the time that had been ear-
marked. Initial results show that between September
and November 2011, the “Things Have Changed”
campaign led to the identification of $2 million worth
of opportunities. Last year, Eaton added another
12,000 leads to its database.
Eaton Powers Up Its Brand Perception
The power management company embarked on a marketing campaign to penetrate
the IT market. —by Cynthia Clark
H silver
Integrated Marketing Performance
Autodesk saw a 10 percent increase in trial downloads while
trial usage went up by more than 50 percent. Further, the com-
pany saw a 15 percent increase in buy clicks through the trial.
Following the success of the first trial, Autodesk decided to
expand the gamification approach to AutoCAD, its flagship
product, allowing the company to give customers a truly
engaging experience that helps them get a quick understand-
ing of the product’s value proposition and its benefits. The
AutoCAD Design Suite game saw more than 500 players and
trial downloads went up by 4 percent.
BUSINESS
Boost
eaton identified
$2 million worth of
new opportunities
and added 12,000
leads.
13www.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellencewww.1to1media.com/crmexcellence
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14. Sales representatives have one of the most important roles
in an organization. For many customers, they are the main
contact to the brand and are instrumental in ensuring that
customers become regulars and advocates for the company
through excellent and personalized service.
Seed company AgReliant Genetics, recognizes the crucial
role that the organization’s 300 specialized sales representa-
tives have in forging a great relationship with their customer
base of farmers, dealers, and retailers. The organization has
been working hard to improve the sales call experience for
both the company and its customers, and also increase the
efficiency of the sales process. The company’s business lead-
ers were cognizant of the need for a robust CRM solution that
was accessible to the sales representatives even while on the
road, which is where they spend an inordinate amount of their
time, each travelling an average of 35,000 miles per year to
service their territories.
AgReliant Genetics, which was formed in 2000 and markets
five product brands in corn and soybean states in the Midwest,
was collecting information about its customers and prospects
in its CRM system, through which the company was also
managing seed orders, scoring prospects to ensure a better
sales cycle, and automating marketing campaigns. However,
for sales representatives to make the most out of the system,
they needed to carry their laptops to client meetings, which
are often held in fields. This was impractical, notes Steve
Thompson, AgReliant Genetics’ director of IT. Connectivity in
remote areas was sometimes challenging and it was cumber-
some for sales reps to boot up their laptops, hold the machine,
and input the needed data while continuing with the conversa-
tion. The company didn’t mandate that reps use the system.
“Instead, we expected to show the sales force the benefits of
using a CRM system,” Thompson says. But only 5 percent
were inputting customer data.
Eager to find a solution that made sense, Thompson’s team
started looking into mobile CRM and decided to invest in
a customized Sage SalesLogix iPad app that gives easy and
secure on-the-go access. “The computer had to feel like one was
carrying around a paper notebook, which would allow them
to use it while standing up,” Thompson says. The device also
needed to be functional without a keyboard and allow them to
voice record data. Regional sales teams who were shown the
iPad system immediately recognized how this could help them
with their daily business activities and the company kicked off
a pilot project in December 2011, allowing Thompson’s team
to gather feedback from both users and customers who were
exposed to the device’s use for sales purposes. The system
was deployed to all 300 sales representatives six months later.
The success of the mobile CRM solution was apparent from
the beginning, allowing sales representatives to be more
agile in their work and present a professional appearance.
The voice-to-text note logging feature proved to be extremely
helpful to reps, allowing them to speak out the notes from
their meeting rather than type them in, increasing the amount
of recorded sales activities. “[The company’s regional and
brand managers] were amazed how well it worked, so from
that point forward the managers knew there was no excuse for
a salesperson not to enter sales activities, Thompson says.”
With sales reps calling on up to 300 farmers every year, they
need a good planning system to be as efficient as possible. The
app includes a planning map which leverages Google Maps’
technology and uses color-coded pins to visually show each
account’s current acreage, how recently a particular farmer
has purchased seed, and each farm’s unique agronomic speci-
fications, like soil type.
Sales reps can choose a number of different views, for exam-
ple a sales status view indicates the status of each opportunity
within the sales process of each account, including pending
orders, shipping status, and follow-up. Different colored pins
are used on the map to give reps an at-a-glance view of differ-
ent factors, like the size of each opportunity based on previous
orders. Reps are also able to see each farmer’s position within
the sales funnel, giving them informed knowledge about who
they should be calling on next. They’re also able to see which
farmers were included in specific marketing campaigns.
Adoption of the CRM solution has increased drastically and
is now being used by 95 percent of sales employees. This facil-
itates sales interactions and the company is benefitting from
iPad CRM Mobilizes AgReliant
Genetics’ Sales
Mobile CRM is helping the seed company be more agile in its sales process which has
led to a more robust customer database. —by Cynthia Clark
H gold
Sales Force Effectiveness
By introducing a mobile CRM
system, AgReliant Genetics has
increased usage by 95 percent.
Business Boost
14
To View Related Video

15. leading to a negative experience for customers since
their IT resources were not protected by service agree-
ments. The traditional spreadsheets being used to
track contract expirations were at times plagued with
inaccuracies or missing information.
In its search for an expeditious but long-term
solution, the company decided to collaborate with
service contract management technology provider
MaintenanceNet to improve its Reseller Services
Portal, allowing it to offer a way for resellers to transact
and automate service quotes.
In order to facilitate the renewal process, Ingram
Micro wanted to automatically send resellers accurate
and pre-validated renewal quotes, making it easier for
them to reach out to customers and manage orders
online instantaneously, a process that previously took
hours or even days. The solution, AutoQuote, was
deployed to all resellers as part of the Reseller Services
Portal and alerts them about service expirations 90
days before the contract expires, giving them time to
take action. “It delivers a goldmine of new opportuni-
ties that requires little action and no real investment on
the part of the partner, but adds significant business
value,” Bay says.
The financial gains were substantial, helping Ingram
Micro gain revenue that would otherwise have been
lost. Service renewals for a particular vendor increased
by 135 percent last year over 2011. Last year Ingram
Micro delivered more than $200 million in auto-
mated quotes to resellers each quarter.
Further, this system is helping resellers drive bet-
ter and stronger relationships with customers. “By
staying on top of their customers’ ongoing service
needs, resellers are able to cultivate a sense of trust
and stronger partnership,” Bay notes.
A chain is only as strong as its weakest link.
Organizations that sell their products through a third
party need to make sure that their resellers are making
the most of each sales opportunity.
Technology distributor Ingram Micro North America
was finding that its resellers were missing out on
thousands of service sales opportunities. “If we could
transform the time-consuming processes that kept
[resellers] from capturing the full scope of renewal
opportunities that were available to them, particularly
with the ‘low-dollar’ service renewals, we could drive
new profits and revenues for their businesses,” notes
Peter Gambino, executive director, advanced technol-
ogy division and Cisco Business Unit, Ingram Micro
U.S. Under the guidance of Paul Bay, the company’s
president, Ingram Micro kicked off an ambitious initia-
tive to improve operational efficiencies in more than
3,700 resellers in North America, help them close more
deals without adding human resources costs, and in
turn deliver greater profits.
Further, Ingram Micro’s business leaders wanted
to strengthen the relationship between resellers and
their end customers, helping the businesses better
communicate with clients and remain up-to-date with
customers’ renewal needs. Bay noticed that tedious
and time-consuming processes, for example, heavy
reliance on traditional spreadsheets, often meant
that resellers were not putting enough weight to the
renewal of “low-dollar” service opportunities, which
amount to less than $25,000 per year. These need to be
kept up-to-date to make sure that customers are enti-
tled to continued service protection for their products.
The company realized that thousands of these ser-
vice contracts were coming up for renewal every
month, potentially costing the company money and
consistent and accurate forecasting and sales stage reporting
since more reps are actively recording their notes. AgReliant
Genetics has also seen an increase in customer satisfaction
since the solution is helping sales reps deliver a more person-
alized service—a crucial element in the company’s strategy
that seeks to understand and address the individual needs
of its customers. “Every farm and farmer can have their own
unique needs, so it’s all about delivering a personalized solu-
tion for them,” Thompson notes. The brand that utilized the
new system most is all set for a 25 percent growth this year,
compared to 5 percent for AgReliant Genetics’ other four
brands. “I believe we’re just starting to scratch the surface
on improving customer satisfaction with our new system,”
Thompson says.
Ingram Micro Ups Sales Through
Service Renewal Automation
The tech company has made it easier for resellers to renew service contracts that are about
to lapse, leading to an increase in sales and better customer service. —by Cynthia Clark
H silver
Sales Force Effectiveness
Business Boost
Last year, Ingram
Micro delivered more
than $200 million in
automated quotes to
resellers each quarter.
15www.1to1media.com/crmexcellence
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17. 17www.1to1media.com/crmexcellence
For Best Western, social review sites have opened the door to
a world of honest insight and the customer experience. In the
hospitality industry, review sites such as TripAdvisor provide
travelers with a way to assess their booking decisions, with
72 percent of consumers claiming they trust online reviews as
much as personal recommendations. But, because 35 percent
of travelers have admitted to changing their hotel reserva-
tions after reading online reviews, Best Western took it upon
itself to manage its online reputation and improve their cus-
tomer care services.
Using Medallia’s Social Feedback for Hospitality platform,
Best Western now enables managers of its 4,200 locations
worldwide to respond to customer concerns and reviews
while keeping a consistent brand voice. The dashboard
solution provides hotel managers with the ability to reply
to customer feedback right from within the program. Each
hotel has the opportunity to observe the social chatter for
Best Western hotels in general, as well as collect targeted
feedback that pertains to their location specifically. Notifica-
tions appear in real time, allowing these managers to care
for issues publicly and swiftly. Even further, hotel managers
can customize their dashboards to display the social chatter
for their competitors far and wide.
“The biggest opportunity for our hotels comes from the
chance to truly understand not only what the consumer says
about them, but also what they’re saying about their com-
petitors,” says Michael Morton, vice president of member
services at Best Western. “Because social feedback is pub-
lic knowledge, we can not only see how we stack up on all
these review sites, but also see how we stack up against our
competitors. We can understand where we excel, where we
can improve, and aggressively market these advantages to
consumers who are still in the decision-making stage of the
hotel booking process.”
Acknowledging issues and solving problems via social re-
view sites adds a level of transparency, but the immediacy
of these responses convey that Best Western listens to and
cares for its customers by using their feedback to make im-
provements. The hotel chain views social media as a cus-
tomer experience management opportunity, allowing the
company to listen to both solicited and unsolicited feedback
to establish a holistic view of the customer experience. And,
with 1.3 million solicited surveys and nearly 150,000 social
reviews collected each year, Best Western has ample oppor-
tunity to understand an array of opinions.
To boost its transparency, Best Western has even incor-
porated TripAdvisor reviews alongside its booking pages to
keep potential customers on the site. Best Western wants to
encourage users to embrace its site as an accessible channel.
Frequently, customers will return to the review sites to consult
their fellow travelers. The hotel chain also wants to hook cus-
tomers when they land on the site so they will quickly decide
to book with Best Western before they begin to wander. In-
tegrating the TripAdvisor reviews alongside booking options
provides customers with the information they seek, while en-
hancing the company’s transparency. By voluntarily highlight-
ing customer reviews, Best Western displays confidence in its
brand because they need not sugarcoat anything their cus-
tomers say. This also fosters active, engaging communities
that cultivate relationships and honest, consistent feedback.
Since implementation, 69 percent of Best Western’s hotel
managers have adopted the social dashboard platform—the
highest rate in the industry, and more than twice the indus-
try average (32 percent) according to TripAdvisor. Active Best
Western properties have seen 64 percent more reviews than
their inactive counterparts, and a 30 percent higher ranking on
TripAdvisor. This higher ranking inevitably becomes crucial to
any given hotel’s success, as higher rankings on TripAdvisor
H gold
Social and Mobile Engagement
Best Western Checks in on Customer
Feedback
By integrating customer insight from social review sites, the hotel chain has developed an
engagement strategy that values transparency and cultivates trust. —by Anna Papachristos
Business Boost
Active Best Western
properties have seen
64 percent more
reviews than their
inactive counterparts,
and a 30 percent
higher ranking
on TripAdvisor.
To View Related Video

18. 18 #GartnerCRM
Playtime has always been an innately social activity,
enabling children to make friends and exert energy at
the same time. But, for children growing up in today’s
technology driven world, “play” often revolves around
the mental, not the physical. For LEGO fans, the brand’s
creative roots have grown into an interactive forum
that allows children across the globe to create together
using their imaginations to role-play and write stories
they can share with the entire community.
While LEGO’s off-domain communities, such as
LEGO Facebook and LEGO Redbrick, offer lively ways
for fans to interact, LEGO wanted to provide users with
the same exceptional service and experience on LEGO.
com directly. To do so, the company needed to move its
current forums to a more interactive platform to ensure
users would not only view content, but actively engage
and participate, as well. Just as the LEGO brand con-
tinuously reinvents its products, the company’s social
presence needed a refresh to recapture and retain fans
of all ages, while maintaining the company’s over-
arching values—imagination, creativity, fun, learning,
caring, safety, and quality.
However, as with all new platforms, LEGO had to
handle the potential dangers that come along with data
migration. Often times, when transferring customer
data to a new platform, companies run the risk of losing
customer account information in the process. Though
potentially problematic, LEGO guaranteed no informa-
tion from its 2.4 million existing users and more than
four million posts was lost by taking extra precautions
and investing additional funds, successfully transfer-
ring 100 percent of its existing data to ensure there
were no disruptions in the user experience.
With the help of Lithium Technologies, LEGO also
tackled poor moderation response times to improve the
user experience and boost both employee and customer
engagement. Though “response times” had dwindled
from 72 hours in 2010, to eight hours in January 2012,
LEGO found these long periods to be counterproductive
in light of its social enhancement goals. The new ini-
tiative, however, repurposed LEGO’s talented team of
resources in a newly formed group to manage, engage,
and moderate with the LEGO message board commu-
nity. Efficient moderation allows users to have more
conversations more often, while the specific emphasis
on staff engagement encourages users to participate.
Now, moderation times have decreased to 56 min-
utes as of December 2012, contributing to the 62
percent climb in user interaction. Moderators and
users also provide constructive and positive feedback
on shared stories, boosting user confidence and inspir-
ing them to write more and hone their skills.
“Praising stories also makes kids feel good, and we
have a really good community feel now,” says Mark
Fothergill, head of children’s community and modera-
tion at LEGO Systems, Inc. “The kids are forever telling
us that they feel special and that it really gives them a
spring in their step on a daily basis. This seal of approval
from other users and moderators spurs them on to write
more and more, and to become good writers.”
Users continue to leave encouraging feedback,
thereby thrusting LEGO’s desire to inspire and educate
into the center of its social engagement strategy. The
company’s new social ranking structure also pushes
users to post high-quality stories and comments, as
the new system bases success on the content, not
quantity. Not only has this structure helped decrease
spam, but users are no longer posting frequently just
to boost their standings. Instead, users are striving
to better themselves by developing their skills and
embracing LEGO’s underlying emphasis on learning
and imagination.
LEGO Systems Inc. Builds Kid-Friendly Social
Forums to Foster Creativity and Friendship
Through fun and imagination, the toymaker’s social community expands upon the brand
promise by clearing the path for safe, creative storytelling and educational opportunities.
—by Anna Papachristos
H silver
Social and Mobile Engagement
Business
Boost
Since launching
its new social
community,
“get to times”
have dwindled
from 8 hours in
January 2012,
to 56 minutes in
December 2012,
contributing to the
62 percent climb
in user interaction.
mean greater visibility on the review site. In fact, these higher
rankings have led to 1,252 Best Western hotels receiving
TripAdvisor’s Certificate of Excellence, which is bestowed
upon only 10 percent of hotels listed on-site. Due to such suc-
cess, many property managers and executives are making
moves to mandate social engagement across the brand.
To View Related Video

20. For more information
on the 2013 program, go to
www.1to1media.com/CrMexcellence