Brief credentials and case studies for social business consultancy, RMM London

1. *
Services and experience

2. *Our approach
What. RMM uses digital and social media to drive growth by creating more
connected organisations and more profitable customer relationships.
How. We have four service areas: solution definition,
relationship management, content creation and capability build.
Why. Disruptive technologies and changing customer needs require marketing
agencies and consultancies to work with organisations in new ways.
Who. A mixed-discipline group of digital & social specialists, drawn from market
research, management consultancy, creative services & media planning

3. *Over seven years’ experience
*

4. *Solution definition: required across
the entire customer experience
 A business strategy function will
uncover marketing opportunities
across the entire customer journey
 Opportunity identification and solution
definition requires cross-agency and
cross-business silo working practices
 Data collation and analysis identifies
opportunities to architect a better
customer journey
Services:
Business intelligence
from social data (real-time & behavioural)
Customer experience architecture
social touch-point mapping Diagram shows variation in potential customer touch-points
for a purchaser of an Aviva insurance policy
Digital proposition development (data from Google’s ZMOT report )
with associated business cases

5. *Barclaycard: business plan creation
to embed social across the business
 A nine-month consulting project to set objectives,  Opportunities identified across customer
KPIs and targets for the use of social media across service/engagement and product innovation
the entire business (Marketing, HR, Operations,  Collaborative approach to product innovation
Customer Service, Product innovation) adopted
 At the core of this approach was a framework that  Social technologies implemented to drive
enabled Barclaycard to measure the ROI of using online employee collaboration
social media.
 Social customer service team experienced swift
growth in numbers

6. *British Monarchy: definition of
overall digital brand strategy
 Defined a digital and social media strategy to  Transformed their digital content and
make the British Monarchy “more relevant and communications strategy
accessible”  By summer 2011, the British Monarchy had
 Six-month consulting brief engaging with the over half a million Facebook fans, 33 million
Royal Household YouTube views and 240k Twitter followers

7. *Relationship management: shift to
building mutually beneficial partnerships
 With customers via richer one-to-one
communications
 With technology owners (e.g. GAFA) to
create new services and value-add
experiences
 With influential conversation ‘owners’ to
create new discussions and activities
Services:
Activity program creation
across paid, owned & earned
Activity program management
set up, management, reporting Visual shows content from recent activation programs
designed for the NHS and the IOC.
Technology owner partnerships
solution definition, ideation

8. *International Olympic Committee:
youth engagement program
 Enabled interaction with youth audience around the  Global engagement strategy delivered
creation of a globally crowd-sourced video to be shown at positive engagement and assistance
London 2012 venues amongst media targets, across 100’s
 Social activity plan included activity ambassador of websites worldwide
recruitment, guest judges program, celebrity athlete
endorsement program, grass-roots schools/clubs outreach

9. *Samsung Mobile: music community
engagement program
 Developed communities of music enthusiasts  Recruitment of online music community
to try, test, create content and conversations influencers (fans, artists, label managers, video
 Focus was on entertainment rather than pure editors) to seed the event
mobile tech message  Event enjoyed over 3 million video content
 Partnerships created with Spotify and fring to views in eight-week period, via earned and
build engagement in each other’s communities owned media only

10. *Content creation: a move to
real-time engagement
 Adoption of an always-on approach to listening,
responding and proactive engagement Services:
 This requires a different approach to ideation and Content production
content creation text, image, video, app
 New commercial and reporting models are also Content optimisation
required for social platforms

11. *NHS: Long-term patient engagement
via online healthcare groups
 Evolved the NHS’s broadcast-based digital strategy  Healthcare group activity drove online
into an ongoing support program for existing online engagement up by 300%
healthcare communities  Specific initiatives planned, e.g. NHS
 Created a stream of content designed around key ‘Healthy Living’ community, which
conversation topics, communities and influencers increased membership by 50,000 in four
within separate healthcare conditions weeks around a summer fitness program

12. *Mozilla: super-fan mobilisation around
mission to keep web public and open
 Helped Mozilla frame its ‘Open to Choice’ community  Firefox took over as the leading
initiative in Europe, designed to communicate the browser in Europe in Q4 2010
importance of keeping the web public and open. (Statcounter)
 Used real-time conversation dashboards to inform content  Content generated a huge amount of
creation around key conversation topics debate with over 1,189 comments
 Disseminated ‘Open to Choice’ content amongst being posted by readers of the initial
developers, advocates and super-fans, using their existing manifesto in one week
Mozilla Facebook, Twitter, Wiki and blog communities.

13. *Capability build: digitisation requires
marketing function transformation
 Single customer view to enable better
knowledge management
 Social customer service to deliver right
time/place assistance
 Single analytics platform combining sales,
service and marketing (paid, owned & earned)
data
 Workforce activation to maximise personal
contact with customers
 Governance and workforce training to embed
new ways to market
Services:
Platform build Visuals taken from internal operating structure presentation
for global FS brand, detailing steering group structure for
Process & governance development central and local market teams.
Workforce training
Board workshops

14. *Grosvenor: digital platform build and
workforce governance
 A program of understanding, alignment  Two-year program put in place to update internal
and training to define clear employee capabilities (people, process and technology) across
roles and communicate benefits of using group (including retail, residential and shopping centre
digital and social media developments)
 Board embraced social media as an  Includes design and build of new platforms for online
opportunity to revolutionise both conversation monitoring, event management, internal
internal and external communication collaboration and external knowledge sharing

15. *Estee Lauder Cosmetics and Red Bull:
Ongoing workforce training programs
 RMM manages training programs that up-skill  Community management training and idea
and improve knowledge around digital and generation sessions enabled Estee Lauder
social media usage Cosmetics brands in Europe to increase
 Includes strategic consultancy, objective engagement by 100%, and community
setting, roadmap reviews, community members by 400% in 12 months
management training, new technology  Community management training for the
briefings 2010 Red Bull Music Academy helped double
web traffic, crowd-source event content and
deal with online customer services issues

16. *In summary
What. RMM uses digital and social media to drive growth by creating more
connected organisations and more profitable customer relationships.
How. We have four service areas: solution definition,
relationship management, content creation and capability build.
Why. Disruptive technologies and changing customer needs require marketing
agencies and consultancies to work with organisations in new ways.
Who. A mixed-discipline group of digital & social specialists, drawn from market
research, management consultancy, creative services & media planning

17. *
Iain MacMillan
RMM
iain@rmmlondon.com
+44 207 193 4556
+44 7956 997803