The document discusses 7 types of social media data that can be used to understand customers: demographic data, product data, psychographic data, behavioral data, location data, referral data, and intention data. It provides examples of companies like Rubbermaid, P&G, Fiat, Charles Schwab, and Mountain Dew that have used these different types of social data to improve their products, promotions and marketing based on customer insights and feedback. The key message is that savvy market researchers can glean valuable insights from social data to innovate and better serve their customers.
Marketing to connected communities: from play to stayJoe Danielson
As promised, here is the "Marketing to connected communities:from play to stay" presentation I made at the MARKNADSCHEFERNA lunch meeting in Stockholm on October 4, 2012. I've included some bonus slides, which I did not have time to present live. Got questions? Contact me for support.
Apresentação de Phil Winters. É Strategic Advisor da Peppers & Rogers Group, empresa que conta com clientes como BMW e Hewlett-Packard, e na sua apresentação partilhou a sua visão de como os novos canais sociais e móveis são uma bênção e uma maldição, não só para marketeers, mas também para os próprios clientes. Destacou as melhores práticas e forneceu uma base para garantir que você não só poderá fornecer valor ao seus clientes, mas maravilhá-los em cada interação.
Esta apresentação decorreu no dia 12 de Outubro de 2011 no Fórum Tecnológico de Lisboa, enquadrada no evento CRM Acceleration 2011, o evento dedicado ao Social CRM organizado pela DRI (www.dri.pt), Gold Partner da SugarCRM e Platinum Partner da Lithium em Portugal.
Obtenha mais informações em www.eventocrm.com
Enterprise Social Media – The hidden treasure #socbiz2012Rick Mans
My presentation on Enterprise Social Media as a hidden treasure on #socbiz12 on May 15th in Rotterdam (socbiz.nl). Since the ROI (both direct cost savings as cognitive surplus) are rather obvious.
Today, customers move constantly between the online and offline worlds, using a range of devices — such as smartphones and tablets — that didn’t exist a few short years ago. Thousands of applications and dozens of social media platforms collect and transmit an unprecedented amount of structured and unstructured data, and API changes are a fact of life. The volatility of social data and the pace of change mean that tried-and-true measurement methods are no longer enough. Social data is different. This report identifies six primary approaches and includes
case studies for how organizations measure the impact of social media on revenue.
The biggest disruption of the digital age is the need to extract insight from data in a way that engenders trust. To make the best use of data, executives need to educate themselves — and use this insight to plan their data strategy now.
This document proposes a framework to better understand and address: 1) How we extract insight from data, and 2) How we use data in such a way as to earn and protect trust: the trust of customers, constituents, patients, and partners
Download the full report at: http://pages.altimetergroup.com/what-do-we-do-with-all-this-big-data-report.html
This document discusses the challenges organizations face in integrating social and enterprise data for competitive advantage. It finds that while social data is beginning to enter the enterprise mainstream, full integration is still nascent due to various challenges. Specifically, social data serves multiple internal constituents with different needs, requiring new analytical approaches. Additionally, social data and analysts currently lack credibility within organizations compared to other types of enterprise data and analysts. The document provides examples of how different departments use social data and outlines key differences between social and traditional data that complicate analysis. It emphasizes the need to understand social data's unique characteristics before fully integrating it with other enterprise information.
Advertising and media are converging. The results will disrupt how companies must deploy their marketing efforts. Marketers, and their agency partners must converge their media efforts by combining social, corporate content, and advertising reach --or risk connecting with the fleeting customer.
Owned and earned media are vital to campaigns, helping to amplify and spread brand messages through the complex paths consumers follow across devices, screens and media. Advertising, or ‘paid’ media, has traditionally led marketing initiatives both online and off-. But advertising no longer works as effectively as it once did unless bolstered by additional marketing channels.
While consumers distinguish less and less between these channels, marketers remain specialized in one medium at the expense of the others. Rather than allow campaigns to be driven by paid media, marketers must now develop scale and expertise in owned and earned media to drive effectiveness, cultivate creative ideas, assess customer needs, cultivate influencers, develop reach, achieve authenticity and cut through clutter.
”The Converged Media Imperative,” a new research report co-authored by Altimeter Group Analysts Rebecca Lieb and Jeremiah Owyang, explores today's media landscape, and provides a success checklist and actionable recommendations for converged media deployment.
IESE HSM Barcelona Presentation by Charlene LiCharlene Li
This document summarizes a presentation on social technologies and strategies. It discusses learning from customers through social media monitoring and analytics. It emphasizes having an authentic dialogue with customers across multiple social channels. It also covers using social media to provide customer support in real-time and integrating social into existing support systems. Finally, it discusses how companies can encourage innovation through social media by participating in crowdsourcing, encouraging idea sharing, and bringing customers into the organization.
Marketing to connected communities: from play to stayJoe Danielson
As promised, here is the "Marketing to connected communities:from play to stay" presentation I made at the MARKNADSCHEFERNA lunch meeting in Stockholm on October 4, 2012. I've included some bonus slides, which I did not have time to present live. Got questions? Contact me for support.
Apresentação de Phil Winters. É Strategic Advisor da Peppers & Rogers Group, empresa que conta com clientes como BMW e Hewlett-Packard, e na sua apresentação partilhou a sua visão de como os novos canais sociais e móveis são uma bênção e uma maldição, não só para marketeers, mas também para os próprios clientes. Destacou as melhores práticas e forneceu uma base para garantir que você não só poderá fornecer valor ao seus clientes, mas maravilhá-los em cada interação.
Esta apresentação decorreu no dia 12 de Outubro de 2011 no Fórum Tecnológico de Lisboa, enquadrada no evento CRM Acceleration 2011, o evento dedicado ao Social CRM organizado pela DRI (www.dri.pt), Gold Partner da SugarCRM e Platinum Partner da Lithium em Portugal.
Obtenha mais informações em www.eventocrm.com
Enterprise Social Media – The hidden treasure #socbiz2012Rick Mans
My presentation on Enterprise Social Media as a hidden treasure on #socbiz12 on May 15th in Rotterdam (socbiz.nl). Since the ROI (both direct cost savings as cognitive surplus) are rather obvious.
Today, customers move constantly between the online and offline worlds, using a range of devices — such as smartphones and tablets — that didn’t exist a few short years ago. Thousands of applications and dozens of social media platforms collect and transmit an unprecedented amount of structured and unstructured data, and API changes are a fact of life. The volatility of social data and the pace of change mean that tried-and-true measurement methods are no longer enough. Social data is different. This report identifies six primary approaches and includes
case studies for how organizations measure the impact of social media on revenue.
The biggest disruption of the digital age is the need to extract insight from data in a way that engenders trust. To make the best use of data, executives need to educate themselves — and use this insight to plan their data strategy now.
This document proposes a framework to better understand and address: 1) How we extract insight from data, and 2) How we use data in such a way as to earn and protect trust: the trust of customers, constituents, patients, and partners
Download the full report at: http://pages.altimetergroup.com/what-do-we-do-with-all-this-big-data-report.html
This document discusses the challenges organizations face in integrating social and enterprise data for competitive advantage. It finds that while social data is beginning to enter the enterprise mainstream, full integration is still nascent due to various challenges. Specifically, social data serves multiple internal constituents with different needs, requiring new analytical approaches. Additionally, social data and analysts currently lack credibility within organizations compared to other types of enterprise data and analysts. The document provides examples of how different departments use social data and outlines key differences between social and traditional data that complicate analysis. It emphasizes the need to understand social data's unique characteristics before fully integrating it with other enterprise information.
Advertising and media are converging. The results will disrupt how companies must deploy their marketing efforts. Marketers, and their agency partners must converge their media efforts by combining social, corporate content, and advertising reach --or risk connecting with the fleeting customer.
Owned and earned media are vital to campaigns, helping to amplify and spread brand messages through the complex paths consumers follow across devices, screens and media. Advertising, or ‘paid’ media, has traditionally led marketing initiatives both online and off-. But advertising no longer works as effectively as it once did unless bolstered by additional marketing channels.
While consumers distinguish less and less between these channels, marketers remain specialized in one medium at the expense of the others. Rather than allow campaigns to be driven by paid media, marketers must now develop scale and expertise in owned and earned media to drive effectiveness, cultivate creative ideas, assess customer needs, cultivate influencers, develop reach, achieve authenticity and cut through clutter.
”The Converged Media Imperative,” a new research report co-authored by Altimeter Group Analysts Rebecca Lieb and Jeremiah Owyang, explores today's media landscape, and provides a success checklist and actionable recommendations for converged media deployment.
IESE HSM Barcelona Presentation by Charlene LiCharlene Li
This document summarizes a presentation on social technologies and strategies. It discusses learning from customers through social media monitoring and analytics. It emphasizes having an authentic dialogue with customers across multiple social channels. It also covers using social media to provide customer support in real-time and integrating social into existing support systems. Finally, it discusses how companies can encourage innovation through social media by participating in crowdsourcing, encouraging idea sharing, and bringing customers into the organization.
This document discusses social media strategy and monitoring. It recommends developing social media objectives aligned with corporate, business unit, and brand level goals. Metrics should be appropriate for each level. The strategy process involves discovery, ideation, formulation and alignment, planning, and creating a roadmap. Initiatives are evaluated based on impact, readiness, risks, and priority. Tracking brand mentions with basic tools is suggested initially, but integrating deep monitoring and analytics into daily workflows allows for more actionable insights and course corrections.
The document provides an overview of how companies can prepare for engaging with customers on social media. It recommends that companies conduct research on customer demographics, behaviors, and influencers online. It also suggests developing processes for community management, crisis response, and social media policies. Finally, it discusses aligning organizational structures, roles, and metrics to support social media strategies.
This document discusses metrics for measuring the success of content marketing. It recommends measuring traditional metrics like page views and subscribers as well as softer metrics like social shares, comments and time spent on pages. Case studies of Pepsi and Eloqua are presented that tied their content marketing to sales leads and revenue. The document concludes by recommending focusing metrics on what drives conversions, being patient as ROI may take time, and tying SEO to specific keywords.
Social selling and the transition from open networks to closed communities has much to tell us about the changing nature of B2B engagement. Here are some lessons from the SAP Premier Customer Network.
This document provides best practices for online communities. It discusses starting with clear objectives and putting members' needs first. It recommends developing a flexible plan, getting internal support, identifying necessary staff roles like a social media strategist and community manager. It also covers selecting technology vendors, kickstarting participation, and maintaining engagement over time through recognition, events, and cross-promotion on multiple social platforms like Facebook, Twitter, and YouTube. Widgets and applications can extend the community if they offer interactive value to users. Overall, the document emphasizes listening to members and relinquishing some control to develop successful online communities.
Ideate, innovate! Co-creating with Social CustomersLithium
The document summarizes a webcast on using social media and ideation sites to engage customers in the product development process. It provides examples of how companies like National Instruments and Verizon have successfully launched ideation sites to gather customer input and implemented customer-suggested ideas. The benefits of co-creation are discussed, such as fueling innovation, validating ideas early, and engaging customers. Tips are provided on running a successful ideation site.
This document discusses creating a coherent social media strategy. It recommends beginning with learning from customers by monitoring social media conversations and understanding customers' social behaviors and influences. It also stresses the importance of engaging in dialog with customers across various social communities and channels. Additionally, it provides examples of how companies can use social media to both support customers and innovate based on customer insights and feedback. The overall message is that social media strategy should focus on building relationships with customers through learning, conversing, supporting, and innovating on their behalf.
The document discusses social selling and the growth of social networks. It notes that knowledge doubles every year and that more data is now created in two days than was used to put man on the moon. Social media is impacting all areas of business, not just sales and marketing. The game has changed as people now research options and consult their trusted networks before making purchases. Social strategies can help engage customers throughout the sales process.
Social Media for Business: Generating ROIKat Jenkins
Social media is a hot topic for businesses and individuals alike—but what does it really mean for business? Do you need a strategy for social media, and if so, what does that mean? In this session, you’ll learn how to build a social media strategy, get an overview of major social media platforms and their primary uses, and understand the risks and benefits of participating. Case studies of successful business social media implementations round out the session, bringing to life how social media can effect change for the better and truly build your business.
Social media is a hot topic for businesses and individuals alike—but what does it really mean for business? Do you need a strategy for social media, and if so, what does that mean? In this session, you’ll learn how to build a social media strategy, get an overview of major social media platforms and their primary uses, and understand the risks and benefits of participating. Case studies of successful business social media implementations round out the session, bringing to life how social media can effect change for the better and truly build your business.
Social Interactivity Strategy - Listen + Engage = OpportunityStephen Jio
The document discusses Dell's social media strategy, which includes frameworks for listening to customers, engaging with them, and identifying opportunities. It outlines key principles like transparency and empowering employees. It also discusses infrastructure needs, tools for listening and publishing, case studies of content creation and customer engagement, and using social media for crowdsourcing. The overall goal is integrating social throughout Dell's business to improve customer experience and satisfaction.
The document discusses 10 questions publishers should ask themselves regarding mobile apps and strategy. It addresses questions about competition from both brands and agencies, what mobile advertising and formats will look like, who will support development efforts, how to define publishing and success for apps, and how apps fit into cross-media strategies. The document provides recommendations for each question to help publishers strategize their mobile and app efforts.
Keynote entitled "You Don't Know How Much You Don't Know (But Here Are 10 Questions to Ask)" delivered at Pub App Expo on 12-8-11 #PubAppX Available under Creative Commons - free to use, attribution required
The document discusses best practices for marketing on Facebook pages based on research from Altimeter Group. It identifies eight key success criteria for Facebook pages: 1) clearly setting community expectations, 2) providing cohesive branding, 3) being up to date, 4) having authentic interactions, 5) participating in dialog, 6) enabling peer-to-peer interactions, 7) fostering advocacy, and 8) including a clear call to action. The research was contributed to by over 30 organizations and experts and aims to help companies optimize their Facebook strategies.
Impact interactions social media qualifications summary 2011Impact Interactions
Impact Interactions provides social media and community consulting services to help clients maximize online results through proven strategies. They outline their qualifications and methodology, beginning with audience analysis to understand user needs at different engagement levels. Their approach involves three phases - awareness, engagement, and nurturing. Impact Interactions manages all aspects of client projects from strategy through measurement of key performance indicators. References from past clients praise their expertise in social media and delivering tangible business results.
The document discusses a webinar on social media opportunities and risks for enterprises. It covers the following topics:
- The social media landscape and trends in 2011, including increased spending on staff, training, marketing, and brand monitoring technologies.
- The social media lifecycle model involving establishing a strategy linked to objectives, creating a plan, and measuring results.
- Security and privacy risks of social media like hacking, malware, and information sharing, and the need for risk management practices.
The webinar aims to help enterprises navigate social media opportunities while mitigating legal, reputational and security risks. It focuses on a lifecycle approach to social strategy, implementation, and analytics.
Design Your Customer Community For Maximum EngagementGet Satisfaction
http://ow.ly/hsc9k, 5 Mistakes Companies Make When Using Customer Communities
Kim Celestre of Forrester Research and Matt Wallace from Volunteer Match talk about leveraging a customer community to drive engagement and provide an excellent customer experience.
This webcast provides you with a playbook to help transform your online community into a thriving, interactive network of customers and best practices to create a healthy and active online customer community. Then you will hear from VolunteerMatch, a nonprofit organization about leveraging customer community to gather feedback, provide self-service support and engage with your customers.
Learn how to:
•Identify and incentivize brand advocates
•Turn fleeting social conversations into valuable resources that are discoverable by customers, prospects, and search engines
•Drive innovation based on the feedback of your most active customers
•Enable self-service, community-based support
ABOUT THE PRESENTERS:
Kim Celestre, Senior Analyst Forrester - Kim serves Technology Marketing Professionals. Her analysis on social trends, issues, and best practices helps marketers create social strategies and tactics that increase customer value. Her research focuses on B2B marketing, with a specific emphasis on the use of social networks and online communities to drive technology adoption and shape buying behaviors.
Matt Wallace, VolunteerMatch - Matt joined VolunteerMatch as a Community Support associate in July 2011. Currently, he works on the Communications team as Senior Associate in charge of Nonprofit Relations. He is responsible for engaging VM’s network of nonprofits through webinars, blogs, social media and online content found in the Learning Center. A certified online moderator, Matt helped launch the VM Community Page and established it a successful support platform for the website’s network of users. Before joining VolunteerMatch, Matt worked as an online advertising consultant.
Leighton holdings digital monitoring case studyiGo2 Pty Ltd
Research into Leighton Holdings examining:
1) Brand
2) At risk construction projects
3) Crisis Management
Research value shows:
- Just a short period of monitoring provides a wealth of valuable business data
- Many opportunities to differentiate
- Many opportunities to improve service
- Many opportunities to improve loyalty
- Opportunities to improve competitive positioning
- Opportunities to improve brand consistency
- Opportunities to amplify the ‘good’ and contain the ‘bad’
- All in real time
The document provides an overview of digital strategy from Emily of IQ Agency. It defines digital strategy as specifying an organization's goals and initiatives to maximize benefits from digital investments. It emphasizes empathizing with customer needs, asking the right questions, and knowing where to find answers. It also discusses viewing strategy through a business lens and understanding metrics like awareness, consideration, purchase along the customer journey.
T3googleplusimplicationsformarketers 110705150815 Phpapp02Warren Hamilton
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
110503ebizresultspresv8keyslides 110506161134 Phpapp01Warren Hamilton
The document summarizes the key findings of a digital marketing survey conducted among life sciences leaders in EMEA in 2011. Some of the main findings from the survey include:
1) Digital satisfaction among life sciences companies is still very low, with only 12% satisfied with their current digital activities.
2) Respondents feel their companies are behind competitors in using digital initiatives for both healthcare professionals and patients/consumers.
3) Compared to other industries, most respondents believe their company is behind in optimally leveraging the internet.
4) Common digital tools include websites but newer tools like mobile marketing and tablet detailing are being piloted more.
This document discusses social media strategy and monitoring. It recommends developing social media objectives aligned with corporate, business unit, and brand level goals. Metrics should be appropriate for each level. The strategy process involves discovery, ideation, formulation and alignment, planning, and creating a roadmap. Initiatives are evaluated based on impact, readiness, risks, and priority. Tracking brand mentions with basic tools is suggested initially, but integrating deep monitoring and analytics into daily workflows allows for more actionable insights and course corrections.
The document provides an overview of how companies can prepare for engaging with customers on social media. It recommends that companies conduct research on customer demographics, behaviors, and influencers online. It also suggests developing processes for community management, crisis response, and social media policies. Finally, it discusses aligning organizational structures, roles, and metrics to support social media strategies.
This document discusses metrics for measuring the success of content marketing. It recommends measuring traditional metrics like page views and subscribers as well as softer metrics like social shares, comments and time spent on pages. Case studies of Pepsi and Eloqua are presented that tied their content marketing to sales leads and revenue. The document concludes by recommending focusing metrics on what drives conversions, being patient as ROI may take time, and tying SEO to specific keywords.
Social selling and the transition from open networks to closed communities has much to tell us about the changing nature of B2B engagement. Here are some lessons from the SAP Premier Customer Network.
This document provides best practices for online communities. It discusses starting with clear objectives and putting members' needs first. It recommends developing a flexible plan, getting internal support, identifying necessary staff roles like a social media strategist and community manager. It also covers selecting technology vendors, kickstarting participation, and maintaining engagement over time through recognition, events, and cross-promotion on multiple social platforms like Facebook, Twitter, and YouTube. Widgets and applications can extend the community if they offer interactive value to users. Overall, the document emphasizes listening to members and relinquishing some control to develop successful online communities.
Ideate, innovate! Co-creating with Social CustomersLithium
The document summarizes a webcast on using social media and ideation sites to engage customers in the product development process. It provides examples of how companies like National Instruments and Verizon have successfully launched ideation sites to gather customer input and implemented customer-suggested ideas. The benefits of co-creation are discussed, such as fueling innovation, validating ideas early, and engaging customers. Tips are provided on running a successful ideation site.
This document discusses creating a coherent social media strategy. It recommends beginning with learning from customers by monitoring social media conversations and understanding customers' social behaviors and influences. It also stresses the importance of engaging in dialog with customers across various social communities and channels. Additionally, it provides examples of how companies can use social media to both support customers and innovate based on customer insights and feedback. The overall message is that social media strategy should focus on building relationships with customers through learning, conversing, supporting, and innovating on their behalf.
The document discusses social selling and the growth of social networks. It notes that knowledge doubles every year and that more data is now created in two days than was used to put man on the moon. Social media is impacting all areas of business, not just sales and marketing. The game has changed as people now research options and consult their trusted networks before making purchases. Social strategies can help engage customers throughout the sales process.
Social Media for Business: Generating ROIKat Jenkins
Social media is a hot topic for businesses and individuals alike—but what does it really mean for business? Do you need a strategy for social media, and if so, what does that mean? In this session, you’ll learn how to build a social media strategy, get an overview of major social media platforms and their primary uses, and understand the risks and benefits of participating. Case studies of successful business social media implementations round out the session, bringing to life how social media can effect change for the better and truly build your business.
Social media is a hot topic for businesses and individuals alike—but what does it really mean for business? Do you need a strategy for social media, and if so, what does that mean? In this session, you’ll learn how to build a social media strategy, get an overview of major social media platforms and their primary uses, and understand the risks and benefits of participating. Case studies of successful business social media implementations round out the session, bringing to life how social media can effect change for the better and truly build your business.
Social Interactivity Strategy - Listen + Engage = OpportunityStephen Jio
The document discusses Dell's social media strategy, which includes frameworks for listening to customers, engaging with them, and identifying opportunities. It outlines key principles like transparency and empowering employees. It also discusses infrastructure needs, tools for listening and publishing, case studies of content creation and customer engagement, and using social media for crowdsourcing. The overall goal is integrating social throughout Dell's business to improve customer experience and satisfaction.
The document discusses 10 questions publishers should ask themselves regarding mobile apps and strategy. It addresses questions about competition from both brands and agencies, what mobile advertising and formats will look like, who will support development efforts, how to define publishing and success for apps, and how apps fit into cross-media strategies. The document provides recommendations for each question to help publishers strategize their mobile and app efforts.
Keynote entitled "You Don't Know How Much You Don't Know (But Here Are 10 Questions to Ask)" delivered at Pub App Expo on 12-8-11 #PubAppX Available under Creative Commons - free to use, attribution required
The document discusses best practices for marketing on Facebook pages based on research from Altimeter Group. It identifies eight key success criteria for Facebook pages: 1) clearly setting community expectations, 2) providing cohesive branding, 3) being up to date, 4) having authentic interactions, 5) participating in dialog, 6) enabling peer-to-peer interactions, 7) fostering advocacy, and 8) including a clear call to action. The research was contributed to by over 30 organizations and experts and aims to help companies optimize their Facebook strategies.
Impact interactions social media qualifications summary 2011Impact Interactions
Impact Interactions provides social media and community consulting services to help clients maximize online results through proven strategies. They outline their qualifications and methodology, beginning with audience analysis to understand user needs at different engagement levels. Their approach involves three phases - awareness, engagement, and nurturing. Impact Interactions manages all aspects of client projects from strategy through measurement of key performance indicators. References from past clients praise their expertise in social media and delivering tangible business results.
The document discusses a webinar on social media opportunities and risks for enterprises. It covers the following topics:
- The social media landscape and trends in 2011, including increased spending on staff, training, marketing, and brand monitoring technologies.
- The social media lifecycle model involving establishing a strategy linked to objectives, creating a plan, and measuring results.
- Security and privacy risks of social media like hacking, malware, and information sharing, and the need for risk management practices.
The webinar aims to help enterprises navigate social media opportunities while mitigating legal, reputational and security risks. It focuses on a lifecycle approach to social strategy, implementation, and analytics.
Design Your Customer Community For Maximum EngagementGet Satisfaction
http://ow.ly/hsc9k, 5 Mistakes Companies Make When Using Customer Communities
Kim Celestre of Forrester Research and Matt Wallace from Volunteer Match talk about leveraging a customer community to drive engagement and provide an excellent customer experience.
This webcast provides you with a playbook to help transform your online community into a thriving, interactive network of customers and best practices to create a healthy and active online customer community. Then you will hear from VolunteerMatch, a nonprofit organization about leveraging customer community to gather feedback, provide self-service support and engage with your customers.
Learn how to:
•Identify and incentivize brand advocates
•Turn fleeting social conversations into valuable resources that are discoverable by customers, prospects, and search engines
•Drive innovation based on the feedback of your most active customers
•Enable self-service, community-based support
ABOUT THE PRESENTERS:
Kim Celestre, Senior Analyst Forrester - Kim serves Technology Marketing Professionals. Her analysis on social trends, issues, and best practices helps marketers create social strategies and tactics that increase customer value. Her research focuses on B2B marketing, with a specific emphasis on the use of social networks and online communities to drive technology adoption and shape buying behaviors.
Matt Wallace, VolunteerMatch - Matt joined VolunteerMatch as a Community Support associate in July 2011. Currently, he works on the Communications team as Senior Associate in charge of Nonprofit Relations. He is responsible for engaging VM’s network of nonprofits through webinars, blogs, social media and online content found in the Learning Center. A certified online moderator, Matt helped launch the VM Community Page and established it a successful support platform for the website’s network of users. Before joining VolunteerMatch, Matt worked as an online advertising consultant.
Leighton holdings digital monitoring case studyiGo2 Pty Ltd
Research into Leighton Holdings examining:
1) Brand
2) At risk construction projects
3) Crisis Management
Research value shows:
- Just a short period of monitoring provides a wealth of valuable business data
- Many opportunities to differentiate
- Many opportunities to improve service
- Many opportunities to improve loyalty
- Opportunities to improve competitive positioning
- Opportunities to improve brand consistency
- Opportunities to amplify the ‘good’ and contain the ‘bad’
- All in real time
The document provides an overview of digital strategy from Emily of IQ Agency. It defines digital strategy as specifying an organization's goals and initiatives to maximize benefits from digital investments. It emphasizes empathizing with customer needs, asking the right questions, and knowing where to find answers. It also discusses viewing strategy through a business lens and understanding metrics like awareness, consideration, purchase along the customer journey.
T3googleplusimplicationsformarketers 110705150815 Phpapp02Warren Hamilton
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
110503ebizresultspresv8keyslides 110506161134 Phpapp01Warren Hamilton
The document summarizes the key findings of a digital marketing survey conducted among life sciences leaders in EMEA in 2011. Some of the main findings from the survey include:
1) Digital satisfaction among life sciences companies is still very low, with only 12% satisfied with their current digital activities.
2) Respondents feel their companies are behind competitors in using digital initiatives for both healthcare professionals and patients/consumers.
3) Compared to other industries, most respondents believe their company is behind in optimally leveraging the internet.
4) Common digital tools include websites but newer tools like mobile marketing and tablet detailing are being piloted more.
Hubspotmarketingtransformationfinal 110330085430 Phpapp02Warren Hamilton
The document discusses how marketing needs to transform to keep up with changing consumer behaviors and technologies. It notes that consumers are increasingly researching and interacting with brands online through social media, blogs, and other digital platforms. As a result, traditional marketing methods like print ads, telemarketing and trade shows are becoming less effective. The document advocates for businesses to shift to inbound marketing approaches that rely on creating helpful content to attract and engage customers online.
Dancey Clinical Trials Vancouver Dancey 20110302 Final.Ppt [Compatibility Mode]Warren Hamilton
High content clinical trials involve dense sample collection and complex analyses from small patient numbers. They are important for early drug development and evaluation, addressing biological questions about target and pathway inhibition. Successful high content trials require standardized assays and infrastructure across sites, as well as collaboration between multiple institutions. Challenges include developing new science and technologies, building collaborative partnerships, and establishing operational and informatics systems for specimen and data management.
Japan2011 Dreamswillneverdie 110317100723 Phpapp02Warren Hamilton
The document is about Japan in 2011 and contains mostly symbols and formatting characters with limited meaningful words. It references dreams never dying and casting friends of the world with credit given to a website for images and the song "If We Hold On Together" by Diana Ross playing in the background. The document was created by Prakit on March 15, 2011 and asks the viewer to press Esc to exit or keep listening to the music.
This document discusses best practices for pharmaceutical companies using Twitter. It provides examples of several large pharmaceutical companies' Twitter accounts and strategies. The key points made are: pharmaceutical companies should use Twitter to share headlines, resources, and engage in dialogue; measure success both quantitatively by followers and qualitatively by conversations; and represent the company with a personal yet professional tone. Hashtags, retweeting, traditional PR, and choosing the right person to manage social media are also addressed.
The document discusses how new technologies like the Internet, Web 2.0, broadband mobility, geospatiality, multimedia, and web services are driving major changes in business and society, transforming our institutions and ushering in a new "Age of Networked Intelligence." It analyzes the key drivers of these changes like Web 2.0, broadband mobility, and integration of technologies and argues we are at a turning point in history that requires rebooting our institutions.
The document discusses the evolution of corporate websites and their integration of social media. It presents an 8-stage framework for how corporate websites can incorporate social features, from no integration to full seamless integration. The framework includes stages such as linking to social media, encouraging sharing on social platforms, and allowing social login on the corporate site. The document argues that brands should thoughtfully plan their social media strategy and identify where their website currently fits in the evolution.
Social Media in Pharmaceuticals Masterclass14 04Warren Hamilton
This document outlines the agenda for a masterclass on social media in pharmaceuticals. The masterclass will cover an introduction to social media and why it matters for pharmaceutical companies. It will explore various social media platforms and concepts for engagement. Special considerations for pharmaceutical companies regarding regulatory compliance will also be discussed. The masterclass aims to help participants define a social media engagement strategy by applying what they have learned.
3. A Quick Poll Before We Begin…
• What is your Social Media IQ?
1. Tweeting is something birds do
2. I have a facebook page with <10 friends
3. I am on facebook, linkedin and have over 150 friends
4. I am on facebook, twitter, linkedin, with over 500
connections each and I blog all the time, in fact I checked in
via FourSquare
3
16. Demographics are a first start –yet a broad
brush may not serve all customer needs.
• Demographics are a strong source of context
about consumers
• Yet broad secondary research sources may
not account for the nuances of individual
choices and specific needs – the world has
shifted to long tail
• Marketing and innovation towards
demographics becomes more powerful when
combined with social data, as consumers
share about their persona
16
22. Using product information is tried and true
• While contextually relevant, and often tied
to demographic data, it may not be
detailed enough for the nuances of
individual customers
• Product-based marketing and innovation
will be more powerful when combined with
social, and behavioral, data
22
27. Customers are now explicitly sharing their
desires
• Using self-expression tools, consumers are
sharing their woes, pains, and aspirations
• This provides companies opportunity to market
and innovate by focusing on lifestyle and pain
points – rather than just products
• With Psychographic data, companies can focus on
higher level topics to learn how to better solve
their customers’ problems
1. Pain
2. Aspiration
3. Product Value
4. Features
27
32. Behavioral and Historical data is a strong
looking glass
• There are two sources of this data:
– Inside our existing customer databases (like
CRM and e-commerce systems)
– Externally as customers produce more “digital
breadcrumbs” around the internet
• Leverage existing and external social data
to understand historical trends, and make
better decisions
32
37. Referral data is a powerful way to
understand consumer networks
• Customers organically talk about their
experiences – both positively and
negatively
• Savvy companies understand that word of
mouth is key to understanding who
shares, what they share, and why they
share
37
43. While emerging, location data is highly
context-aware
• Marketing and innovation are shifting from
context on web pages to the real world
• Understanding location, also serves up
time and intent
43
49. The least mature, Intention data is
inaccurate – but could yield highest value
• Consumers will often indicate what they
want to do in two forms
– Explicit buying interests or desires
– Aspirations of what they “would want to do”
(like 43 things)
• Savvy companies will harness explicit
content and tailor their products,
promotions, and packaging
49
56. 56
THANK YOU
Jeremiah Owyang
jeremiah@altimetergroup.com
web-strategist.com/blog
Twitter: jowyang
With assistance from Christine Tran, Researcher
57. 57
ABOUT US
Altimeter Group is a research-based advisory firm that helps
companies and industries leverage disruption to their advantage.
We have four areas of focus: Leadership and Management,
Customer Strategy, Enterprise Strategy, and Innovation and
Design.
Visit us at http://www.altimetergroup.com or contact
info@altimetergroup.com.
59. Thank you!
Q&A
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