1) Dell has implemented a comprehensive social media governance program that includes training employees through its Social Media and Community University (SMaC U) program.
2) SMaC U provides multiple levels of certification training to empower employees to engage appropriately on social media on behalf of Dell. Over 7,500 employees have been trained and certified so far.
3) Dell's social media strategy aims to have social media embedded throughout the company in areas like product development, marketing, sales, and customer service. The goal is to have all employees who want to engage on social media activated after receiving the appropriate training.
Embedding Social Media to Become a Better Business via TrainingDell Social Media
Liz Brown Bullock’s presentation to Marketing Science Institute on the importance of integrating social media within an organization through training your employees. Training is critical for both risk mitigation and empowering employees to be brand ambassadors. Liz drew on her experience of launching Dell’s Social Media and Community University and shares her insights on activating employees company wide.
Social Media Governance, Tools and Employee CertificationDell Social Media
Presentation on Dell’s experience with employee training, governance and tools, at Social Media Week Copenhagen, February 2013. Learn more about Dell Social Media here: http://dell.to/11DoZIp
Liz Brown Bullock, Director of Social Media & Community, Dell, shares the journey for Dell launching their social media training program, SMaC University, plus ten lessons learned from Dell’s training program. Presentation presented at Dreamforce 2012.
The document traces the evolution of shopping from early in-person shopping on Main Streets to the rise of suburban shopping malls and home shopping through catalogs, TV, and the launch of eCommerce. It then discusses how social media and user reviews are changing shopping behaviors and driving business value, with examples from Dell's social media growth and customer engagement leading to increased spending, loyalty, and sales. The document advocates that companies embrace social influence over control and highlights Dell's early adoption of social media and online communities.
Presentation of how Dell’s Social Media listening tools have helped e.g. American Red Cross in times of disaster, at Social Media Week Copenhagen, February 2013. Learn more about Dell Social Media here: http://dell.to/11DoZIp
This document discusses different methods for measuring social media return on investment (ROI) and their pros and cons. It begins with an overview of basic social media metrics like followers, engagement, and sentiment. Direct attribution, which assigns all value from a social media interaction to a single touchpoint, is described as an oversimplification. Neural network modeling is presented as a more advanced technique that considers hundreds of variables to determine the full influence of social media alongside other factors. The document concludes by introducing a proprietary social media analytics tool called SNAP.
Dell has a long history of social media engagement that began in 2006. Social media is now embedded throughout the company and influences product development, marketing, online presence, sales, customer service, and communications. Dell's Social Media Listening Command Center monitors over 25,000 posts per day. Customers provide critical feedback that Dell uses to improve products, services, and the customer experience. Dell also hosts Community Advisory Panel events and provides social media training to empower employees.
Embedding Social Media to Become a Better Business via TrainingDell Social Media
Liz Brown Bullock’s presentation to Marketing Science Institute on the importance of integrating social media within an organization through training your employees. Training is critical for both risk mitigation and empowering employees to be brand ambassadors. Liz drew on her experience of launching Dell’s Social Media and Community University and shares her insights on activating employees company wide.
Social Media Governance, Tools and Employee CertificationDell Social Media
Presentation on Dell’s experience with employee training, governance and tools, at Social Media Week Copenhagen, February 2013. Learn more about Dell Social Media here: http://dell.to/11DoZIp
Liz Brown Bullock, Director of Social Media & Community, Dell, shares the journey for Dell launching their social media training program, SMaC University, plus ten lessons learned from Dell’s training program. Presentation presented at Dreamforce 2012.
The document traces the evolution of shopping from early in-person shopping on Main Streets to the rise of suburban shopping malls and home shopping through catalogs, TV, and the launch of eCommerce. It then discusses how social media and user reviews are changing shopping behaviors and driving business value, with examples from Dell's social media growth and customer engagement leading to increased spending, loyalty, and sales. The document advocates that companies embrace social influence over control and highlights Dell's early adoption of social media and online communities.
Presentation of how Dell’s Social Media listening tools have helped e.g. American Red Cross in times of disaster, at Social Media Week Copenhagen, February 2013. Learn more about Dell Social Media here: http://dell.to/11DoZIp
This document discusses different methods for measuring social media return on investment (ROI) and their pros and cons. It begins with an overview of basic social media metrics like followers, engagement, and sentiment. Direct attribution, which assigns all value from a social media interaction to a single touchpoint, is described as an oversimplification. Neural network modeling is presented as a more advanced technique that considers hundreds of variables to determine the full influence of social media alongside other factors. The document concludes by introducing a proprietary social media analytics tool called SNAP.
Dell has a long history of social media engagement that began in 2006. Social media is now embedded throughout the company and influences product development, marketing, online presence, sales, customer service, and communications. Dell's Social Media Listening Command Center monitors over 25,000 posts per day. Customers provide critical feedback that Dell uses to improve products, services, and the customer experience. Dell also hosts Community Advisory Panel events and provides social media training to empower employees.
Listening and engaging in the digital marketing ageDell Social Media
A Forrester Consulting Thought Leadership Paper Commissioned By Dell. Companies Progress Their Customer-Centric Approaches And See Positive Business Outcomes
Presentation on the impact of Social Media on Crisis Communication, at Social Media Week Copenhagen, February 2013. Learn more about Dell Social Media here: http://dell.to/11DoZIp
Making your Corporate Blog a Customer Connection HubDell Social Media
This is a presentation that Lionel Menchaca, Chief Blogger at Dell, delivered at BlogWorld NY 2012. Blogs still matter. Why? They are still the most effective and flexible tool for connecting conversations around the web. Lionel discusses how to write blog posts that are connected to conversations and issues that matter to customers.
Social Media for Small Business Pres (WIPP 2012 Annual Leadership Mtg)Amy Tennison
Presented at the Women in Public Policy (WIPP) Annual Leadership Meeting July 18-19, 2012 at the Liaison Capitol Hill, Washington, DC on social media for small business. WIPP is a national nonpartisan public policy organization, advocating on behalf of nearly 1 million women-owned businesses representing 63 business organizations. WIPP provides timely economic policy information and identifies important trends and opportunities to its membership. #Iwork4Dell
Reputation and Brand in an Instantly Connected WorldRichard Binhammer
The document discusses how social media and online communities have changed business and customer relationships. It provides examples of how Dell has embraced social media over the past decade, from launching online discussion forums and communities to becoming active on platforms like Twitter and Facebook. The document emphasizes that social media is a tool that can be leveraged across different business functions to provide insights from customers, improve products and services, generate leads and sales, and enhance customer service. It also stresses that companies must listen to customers online and engage with them across the social web in order to build relationships and trust.
Social Media & Powering_the_Possible_DellAnja Monrad
How can Social Media help Powering the Possible? Presentation of how Dells Social Media listening expertise helped American Red Cross prepare for times of disaster.
The document discusses Dell's adoption and use of social media over time. It notes that Dell was an early adopter of online sales and support. It then summarizes Dell's experiments with social media from 2005 to 2011, including launching blogs, communities, and social media profiles. The document discusses how Dell aligned its organization for social media success and leveraged social media across different business functions. It also addresses key learnings about how social media can be a tool rather than just a channel and how customer-connected employees are important.
From Campaigns to Community: Building Sustained Community EngagementDell Social Media
This document discusses building sustained community engagement through social media. It begins by discussing how trade was originally based on dialogue and relationships, but the Industrial Revolution ushered in an age of mass production, markets, and communication. Social media has grown enormously in the past decade. The document outlines Dell's journey with social media and how it can be useful across the customer lifecycle. It discusses the importance of building internal communities among employees and providing training. Finally, it provides guidance on planning for community engagement by articulating goals, researching customer needs, and prioritizing opportunities.
Embedding Social Media to be a better business via trainingLiz Bullock
Liz Brown Bullock’s presentation to Marketing Science Institute on the importance of integrating social media within an organization through training your employees. Training is critical for both risk mitigation and empowering employees to be brand ambassadors. Liz drew on her experience of launching Dell’s Social Media and Community University and shares her insights on activating employees companywide for Dell. #some training #socialmediatraining
Liz Brown Bullock, Director of Social Media and Community, shares how big brands (like Dell) are using social to listen, engage and act with customers to support their marketing efforts and deepen customer relationships. Presentation with University of Texas MBA students October 2012.
Liz Brown Bullock, Director of Social Media & Community, Dell, discusses how you can successfully find your virtual voice with ten ideas strategically starting off to more in depth tips on content curation and building influencer relationships. Presented at the Women’s Empowerment Conference 2012 in San Diego, CA.
Leverage social media to drive business the case sept 2012SimoneVersteeg
Dell has leveraged social media to drive its business for over a decade. It began by addressing customer issues on blogs and forums. Dell then launched communities like IdeaStorm to gather customer feedback. Over 100,000 employees are now trained in social media, and Dell uses platforms like Twitter, Facebook, and YouTube to engage customers, generate sales, and improve support. Dell's social media efforts have contributed to increased revenues, resolutions, and brand reputation.
This document summarizes Dell's five-year journey of embedding social media into its organization to become a better business. It began in 2006 with Michael Dell asking about helping bloggers and expanded to include social platforms like Twitter, blogs, and IdeaStorm to get customer feedback and ideas. By 2011, Dell had trained over 5,000 employees on social media and saw benefits across many functions from marketing to product development. The document advocates that empowering employees to engage on social media can help connect customers and make those employees "rock stars" for companies.
Leverage social media to drive business the case sept 2012SimoneVersteeg
Dell has leveraged social media extensively over the past 15 years, beginning with launching online discussion forums and blogs in the mid-2000s. Notable events include launching IdeaStorm in 2007 to allow customers to submit ideas, joining Twitter in 2007, and being named the #1 most social brand in 2009. Dell now has a large social media presence across platforms and over 8,000 employees trained in social media strategies.
Driving Business & Customer Value Altimeter Social CommerceManish Mehta
Manish Mehta, Dell VP Social Media and Community, presented at the Altimeter Rise of Social Commerce Conference in October 2010 his vision of the impact of Social Commerce Business and Customer Value.
The document summarizes a two-day conference on recruiting and retaining veterans in the workforce. The conference aimed to teach organizations how to develop training programs and strategic plans to assist veterans transitioning from military to civilian life. Speakers discussed creating job opportunities for disabled veterans and utilizing one-stop career centers. Sessions covered developing skills training, translating military experience into civilian jobs, and programs to help homeless veterans find work.
Unibet's strategy is to create moneytainment by reliably delivering a wide range of entertaining and diversified gambling products. They will pursue organic growth and enter new European markets dominated by monopolies. Unibet aims to offer better odds on major sporting events and reduce reliance on sports betting by expanding their product portfolio and developing mobile applications.
The document discusses a webinar on veteran-specific innovations in criminal justice held on April 17, 2012. It includes presentations from representatives of the Substance Abuse and Mental Health Services Administration (SAMHSA), the Veterans Administration (VA), and organizations implementing jail diversion and reentry programs for justice-involved veterans. Key areas addressed include initiatives in Texas, services provided by Goodwill Industries, and opportunities for collaboration between VA Justice Outreach programs and homeless veteran reentry projects.
"Principles of Post Captivity Care. Prisoners of War Reintegration and Care"
by Mr. Bradley J. K. Poppen, PhD, Deputy Director of Human Factors Joint Personnel Recovery Agency
Listening and engaging in the digital marketing ageDell Social Media
A Forrester Consulting Thought Leadership Paper Commissioned By Dell. Companies Progress Their Customer-Centric Approaches And See Positive Business Outcomes
Presentation on the impact of Social Media on Crisis Communication, at Social Media Week Copenhagen, February 2013. Learn more about Dell Social Media here: http://dell.to/11DoZIp
Making your Corporate Blog a Customer Connection HubDell Social Media
This is a presentation that Lionel Menchaca, Chief Blogger at Dell, delivered at BlogWorld NY 2012. Blogs still matter. Why? They are still the most effective and flexible tool for connecting conversations around the web. Lionel discusses how to write blog posts that are connected to conversations and issues that matter to customers.
Social Media for Small Business Pres (WIPP 2012 Annual Leadership Mtg)Amy Tennison
Presented at the Women in Public Policy (WIPP) Annual Leadership Meeting July 18-19, 2012 at the Liaison Capitol Hill, Washington, DC on social media for small business. WIPP is a national nonpartisan public policy organization, advocating on behalf of nearly 1 million women-owned businesses representing 63 business organizations. WIPP provides timely economic policy information and identifies important trends and opportunities to its membership. #Iwork4Dell
Reputation and Brand in an Instantly Connected WorldRichard Binhammer
The document discusses how social media and online communities have changed business and customer relationships. It provides examples of how Dell has embraced social media over the past decade, from launching online discussion forums and communities to becoming active on platforms like Twitter and Facebook. The document emphasizes that social media is a tool that can be leveraged across different business functions to provide insights from customers, improve products and services, generate leads and sales, and enhance customer service. It also stresses that companies must listen to customers online and engage with them across the social web in order to build relationships and trust.
Social Media & Powering_the_Possible_DellAnja Monrad
How can Social Media help Powering the Possible? Presentation of how Dells Social Media listening expertise helped American Red Cross prepare for times of disaster.
The document discusses Dell's adoption and use of social media over time. It notes that Dell was an early adopter of online sales and support. It then summarizes Dell's experiments with social media from 2005 to 2011, including launching blogs, communities, and social media profiles. The document discusses how Dell aligned its organization for social media success and leveraged social media across different business functions. It also addresses key learnings about how social media can be a tool rather than just a channel and how customer-connected employees are important.
From Campaigns to Community: Building Sustained Community EngagementDell Social Media
This document discusses building sustained community engagement through social media. It begins by discussing how trade was originally based on dialogue and relationships, but the Industrial Revolution ushered in an age of mass production, markets, and communication. Social media has grown enormously in the past decade. The document outlines Dell's journey with social media and how it can be useful across the customer lifecycle. It discusses the importance of building internal communities among employees and providing training. Finally, it provides guidance on planning for community engagement by articulating goals, researching customer needs, and prioritizing opportunities.
Embedding Social Media to be a better business via trainingLiz Bullock
Liz Brown Bullock’s presentation to Marketing Science Institute on the importance of integrating social media within an organization through training your employees. Training is critical for both risk mitigation and empowering employees to be brand ambassadors. Liz drew on her experience of launching Dell’s Social Media and Community University and shares her insights on activating employees companywide for Dell. #some training #socialmediatraining
Liz Brown Bullock, Director of Social Media and Community, shares how big brands (like Dell) are using social to listen, engage and act with customers to support their marketing efforts and deepen customer relationships. Presentation with University of Texas MBA students October 2012.
Liz Brown Bullock, Director of Social Media & Community, Dell, discusses how you can successfully find your virtual voice with ten ideas strategically starting off to more in depth tips on content curation and building influencer relationships. Presented at the Women’s Empowerment Conference 2012 in San Diego, CA.
Leverage social media to drive business the case sept 2012SimoneVersteeg
Dell has leveraged social media to drive its business for over a decade. It began by addressing customer issues on blogs and forums. Dell then launched communities like IdeaStorm to gather customer feedback. Over 100,000 employees are now trained in social media, and Dell uses platforms like Twitter, Facebook, and YouTube to engage customers, generate sales, and improve support. Dell's social media efforts have contributed to increased revenues, resolutions, and brand reputation.
This document summarizes Dell's five-year journey of embedding social media into its organization to become a better business. It began in 2006 with Michael Dell asking about helping bloggers and expanded to include social platforms like Twitter, blogs, and IdeaStorm to get customer feedback and ideas. By 2011, Dell had trained over 5,000 employees on social media and saw benefits across many functions from marketing to product development. The document advocates that empowering employees to engage on social media can help connect customers and make those employees "rock stars" for companies.
Leverage social media to drive business the case sept 2012SimoneVersteeg
Dell has leveraged social media extensively over the past 15 years, beginning with launching online discussion forums and blogs in the mid-2000s. Notable events include launching IdeaStorm in 2007 to allow customers to submit ideas, joining Twitter in 2007, and being named the #1 most social brand in 2009. Dell now has a large social media presence across platforms and over 8,000 employees trained in social media strategies.
Driving Business & Customer Value Altimeter Social CommerceManish Mehta
Manish Mehta, Dell VP Social Media and Community, presented at the Altimeter Rise of Social Commerce Conference in October 2010 his vision of the impact of Social Commerce Business and Customer Value.
The document summarizes a two-day conference on recruiting and retaining veterans in the workforce. The conference aimed to teach organizations how to develop training programs and strategic plans to assist veterans transitioning from military to civilian life. Speakers discussed creating job opportunities for disabled veterans and utilizing one-stop career centers. Sessions covered developing skills training, translating military experience into civilian jobs, and programs to help homeless veterans find work.
Unibet's strategy is to create moneytainment by reliably delivering a wide range of entertaining and diversified gambling products. They will pursue organic growth and enter new European markets dominated by monopolies. Unibet aims to offer better odds on major sporting events and reduce reliance on sports betting by expanding their product portfolio and developing mobile applications.
The document discusses a webinar on veteran-specific innovations in criminal justice held on April 17, 2012. It includes presentations from representatives of the Substance Abuse and Mental Health Services Administration (SAMHSA), the Veterans Administration (VA), and organizations implementing jail diversion and reentry programs for justice-involved veterans. Key areas addressed include initiatives in Texas, services provided by Goodwill Industries, and opportunities for collaboration between VA Justice Outreach programs and homeless veteran reentry projects.
"Principles of Post Captivity Care. Prisoners of War Reintegration and Care"
by Mr. Bradley J. K. Poppen, PhD, Deputy Director of Human Factors Joint Personnel Recovery Agency
Many veterans can be reached with your assistance. If you know a veteran who is in need of the services listed on the flyer, please contact me at 215-923-2600 ext. 174
Insights don't happen by accident, they're the process of thoughtful segmentation, designed to answer complex business questions. Join Steve Reeves, Sr. Solutions Architect for Dell Digital Business Services in this session to learn how they take a business-first approach to uncovering critical insights for their customers through social data, which drives change across the entire enterprise. Also, learn how Dell is using insights from social data as a foundational element for building a comprehensive customer 360 for their clients.
Jail Diversion Trauma Recovery Pilot - Veteran SpecificGilberto Gonzales
The document discusses a jail diversion and trauma recovery pilot program for veterans in Bexar County, Texas. It provides an overview of the diversion process from initial law enforcement contact through community-based treatment options. Key points of the diversion program include screening for veteran status and PTSD, trauma-informed treatment services through organizations like The Restoration Center, and monitoring service delivery and expanding community resources for veterans.
Summary of Chapter 1 What is Strategy - Understanding Strategic ManagementDonny Sitompul
This chapter discusses key concepts in strategic management including strategy, strategic management, and different perspectives on strategy formulation. Strategy aims to achieve competitive advantage by meeting customer needs better than rivals. Strategic management involves analyzing, formulating, and implementing strategy. There are two main perspectives on strategy - the design school which views strategy as planned and deliberate, and the learning school which sees strategy as more emergent and adaptive.
The document summarizes Michael Porter's five forces framework for analyzing industry competition and profitability. It discusses each of the five competitive forces - threat of new entrants, bargaining power of suppliers, bargaining power of buyers, threat of substitute products, and rivalry among existing competitors. For each force, it outlines how to assess the level of competition from that force and provides examples to illustrate how the forces shape industry competition and profitability. The five forces framework is used to understand the underlying structure of an industry and anticipate how profitability and competition may evolve over time.
Environmental Differentiation Strategy of PatagoniaJohannes Mahlich
As producer of outdoor cloth Patagonia considers the environment as their most important stakeholder in their decision-making. Their environmental efforts go far beyond required law and impose extra costs on their customers. As to basic economic logic providing environmental quality beyond required law will put a company in a competitive disadvantage.
Patagonia’s vision is environmental conservation and restoration. They consider their purpose of being in building the best product, cause no unnecessary harm, and use business to inspire and implement solutions to the environmental crisis. Patagonia wants to compete in the market by pursuing an environmental differentiation strategy.
Patagonia’s key tactics in providing value for their stakeholders are summarized under the so-called ‘Product Lifecycle Initiative’. This initiative is a holistic commitment to lengthen the product lifecycle and reduce landfill waste. Those tactics can be categorized into what Patagonia refers to as: Reduce, repair, reuse and recycle. To reduce their customers consumption Patagonia heavily invests into R&D to produce the most durable garments. In addition, they only use organic and recycled garments to reduce the footprint of their products. Patagonia offers a free repair service for all of their products for the whole product life. Furthermore, they offer a second market where consumers can resell their used products. Patagonia encourages their customers to return Patagonia products instead of throwing them away so that they can recycle them correctly.
Patagonia provides a lot of value to the environment. This value needs to be captured via the consumers. Hence, the environmental quality they provide needs to find a willingness to pay among the customers. Some, but few people buy Patagonia products for altruistic reasons because they know that buying Patagonia products will do good to the environment. Patagonia bundles the public good of environmental quality, which is difficult to charge the customer for, with the private good being product quality. They do this by constantly communicating environment friendliness together with quality. Hence, consumer value environmental friendliness for the implicit quality Patagonia offers. Another aspect to buy their products is environmental prestige. Most importantly, however, environmentalism resonates with their customer values as Patagonia’s customers, as buyers of outdoor wear, usually love the nature. The fact that environmentalism is deeply integrated into their business model makes their engagement credible and difficult to imitate by competitors.
As the case of Patagonia shows basic economic logic has its limits when it comes to environmental differentiation strategies. A company can serve the environment as main stakeholder as long as it is able to capture those values perceived by the environment by finding willingness at the consumer to pay for those environmental qualities.
Lecture 2 strategic human resource management - Farooq OmarFarooq Omar
This document provides an overview of a lecture on strategic human resource management. It introduces various models of strategic HRM, including the matching model, control-based model, resource-based model, and integrative model. It also discusses important dimensions of SHRM such as organizational performance, re-engineering, leadership, workplace learning, and trade unions. The document outlines the chapter and provides learning objectives, definitions, and examples to illustrate strategic management and the relationship between business and human resource strategies.
The document provides an overview of several frameworks and models used for strategic analysis, including SWOT analysis, Porter's 5 forces, and the strategy diamond. It discusses the strengths and weaknesses of each framework. In particular, it explains that while SWOT analysis identifies strengths, weaknesses, opportunities, and threats, it does not provide guidance on what actions to take. The document also discusses different measures of industry concentration, including concentration ratios and the Herfindahl-Hirschman Index (HHI). The HHI gives more weight to larger firms and provides a more accurate picture of competition than concentration ratios alone. Thresholds for the HHI indicate whether an industry is highly competitive or concentrated.
Hyundai is launching the new Genesis model to target the premium car market and move away from its past strategy of focusing on low cost. To gain a competitive advantage, firms can pursue either a low cost strategy, differentiation strategy, or focused strategy. Michael Porter's model outlines how firms can analyze their value chain activities to lower relative costs or create unique differentiation to deliver extra value for customers.
How Dell is using social media to deepen customer relationships and build trustLiz Bullock
Liz Brown Bullock, Director of Social Media and Community, Dell, presents how Dell has used social media to build trust and deepen customer relationships by listening, engaging and acting. Presentation at Marketing Science Institute Board of Trustees Meeting April 2013 with the topic, Building Trust in a Digital Age.
Dell has undergone a journey to becoming a social business over the past decade. Key events included launching communities like IdeaStorm (2006) and EmployeeStorm (2007) to engage customers and employees. Dell joined social media platforms like Twitter (2008). The company organized into customer-focused business units (2009) and launched initiatives like the Social Media Listening Command Center (2010) to better understand and respond to customers online. Dell has received several awards recognizing its leadership in social media and innovation.
Leverage social media to drive business the case sept 2012SimoneVersteeg
Dell has leveraged social media extensively over the past 15 years to drive its business. Some key aspects of Dell's social media strategy include:
1) Dell was an early adopter of social media, launching online discussion forums and support in 2005-2006, and has since expanded its presence across platforms like Twitter, Facebook, and YouTube.
2) Dell listens to customer feedback and engages with users on social media, operating social media customer support channels with high resolution rates.
3) The company has trained over 25,000 employees on social media best practices and certifying over 3,000 to help ensure successful engagement.
Leverage social media to drive business the case sept 2012SimoneVersteeg
Dell has leveraged social media extensively over the past decade to drive its business. It began by addressing customer issues on blogs and forums. Dell then launched communities like IdeaStorm to gather customer feedback. It expanded its presence across platforms like Twitter, achieving millions in sales. Dell trained thousands of employees in social media and saw benefits across functions in insights, engagement, and sales. It continues refining its approach, focusing on listening to understand customers and empowering employees.
Leverage social media to drive business the case sept 2012SimoneVersteeg
Dell has leveraged social media extensively over the past decade to drive its business. It launched social media platforms like IdeaStorm and EmployeeStorm in 2007. By 2009, Dell organized its customer-focused teams around social media and saw $2 million in sales from Twitter. Dell now has over 25,000 online posts per day and an 8,000 employee social media team that is highly engaged across platforms like Twitter, Facebook, and blogs.
Dell has a long history with social media, beginning in 2006 when Michael Dell asked why they didn't help bloggers with tech support issues. Since then, Dell has launched numerous social media initiatives both internally and externally. They measure their success both quantitatively, such as the 418,000 volunteer hours logged in FY12, and qualitatively by monitoring communication from their online communities. Dell also leverages social media for their strategic giving programs, including the Dell Social Innovation Challenge which generated over 12.5 million Twitter impressions. They provide guidance to employees on developing an effective personal social media plan and journey.
Liz Bullock, Director - Social Media and Marketing at Dell, talks about the importance of organizations actively fostering social conversations – listening, learning, engaging, and acting – across all functions of the business, as well as how to effectively empower employees to engage with customers on behalf of the brand. This presentation took place at the Corporate Social Media Summit, June 14, 2012, in New York.
1) Social media allows for two-way conversations between organizations and customers/the public rather than just one-way mass media communications.
2) Dell's five year journey of embedding social media into its business model included launching blogs, communities, and social media channels to better understand customers and improve products based on feedback.
3) By listening to customers and engaging in two-way conversations, Dell was able to become a more social and customer-centric organization.
What Do I Tweet About? Make Your Employees Worth FollowingDell Social Media
Liz Brown Bullock, Director of Social Media and Community, Dell discusses how your employees are your biggest assets in building customer relationships via social media. This presentation covers 10 key ideas to ensure your employees are strategically connecting their social media efforts to the company and customer objectives, plus additional best practice tips for employee success at Dreamforce 2012.
What Do I Tweet About? Making Your Employees Worth FollowingLiz Bullock
Liz Brown Bullock, Director of Social Media and Community, Dell discusses how your employees are your biggest assets in building customer relationships via social media. This presentation covers 10 key ideas to ensure your employees are strategically connecting their social media efforts to the company and customer objectives, plus additional best practice tips for employee success at Dreamforce 2012
The document discusses getting the most out of social media for businesses. It covers developing a focused social media strategy, understanding available tools and applications, driving cultural change in management to effectively integrate social media, and gauging effectiveness through metrics. The key points are using social media to address business needs with a strategy, creating the right infrastructure, and driving cultural change to integrate social media. It also discusses measuring the effectiveness of social media use.
Leverage social media to drive business finalSimoneVersteeg
Dell has leveraged social media in various ways to drive its business functions like product development, marketing, sales, customer service, and communications. It has established a listening command center to monitor social conversations, launched communities and support services on platforms like Twitter and Facebook, and trained employees on social media principles and tools through a university. Dell has seen benefits across the customer lifecycle from awareness to sales to loyalty. Social media provides insights into customers, opportunities for engagement and resolution, and contributes to demand generation and higher revenue.
The Journey of Business Adoption to Realize Benefits of Social MediaManish Mehta
The Journey of Business Adoption to Realize Benefits of Social Media as presented by Manish Mehta, Dell's VP of Social Media at the BazaarVoice Social Commerce Summit April 6, 2011.
Liz Brown Bullock discusses Dell's five year journey of embedding social media into its business operations to better serve customers. Some key milestones included Michael Dell asking to help bloggers with tech support in 2006, launching IdeaStorm in 2007 to collect customer ideas, and achieving $0.5 million in sales via Twitter in 2008. By 2011, Dell's social media training program had educated over 5,000 employees and its social media command center monitored 25,000 posts per day. The presentation emphasizes that training employees is critical to scale social media engagement while mitigating risks.
Building the Social Powered Brand: Turning Social Data Into Competitive Advan...DataSift
Social data from sources like social media is growing exponentially and contains valuable insights for brands. While only 3% of companies report getting substantial benefits from social data currently, it has the potential for huge economic gains if leveraged effectively. Social data is complex with many networks, posts, and metadata to analyze. While listening is important, true value comes from analyzing social data and using those insights across departments like marketing, sales, product development, and customer service. The case study described how Dell's Social NET Advocacy Pulse (SNAP) metric and social analytics tool provides actionable insights for optimizing pricing strategy, improving products based on social conversations, capitalizing on real-time customer feedback, and more.
2020 Social Decoding The Social In Social CRM2020 Social
The document discusses social media and social CRM strategies. It provides examples of how Dell leveraged different social media platforms like blogs, forums, Facebook, Twitter, and ideation platforms to engage customers at different levels. It also summarizes Dell's social media policies and workflows. The document outlines Dell's evolution from reactive to proactive social media strategies and how they built online communities around shared interests. It compares old campaign-centric approaches to new community-centric approaches for scaling passion.
Similar to Social Media governance, tools and employee certification (17)
Social Media governance, tools and employee certification
1. Social Media governance, tools and
employee certification
Gøril Mathisen
Social Media Ground Control
@GorilatDell #SMWGovernance
Global Marketing
2. Power of social media
More than ever – a company’s CEO’s predict social media will
brand is influenced by what become #2 way to engage with
consumers are saying about the customers, pushing past websites
and call centers.. (IBM CEO Study 2012)
brand
25% of search results How companies
80% of consumers
for the world’s top market, sell to and
research products
20 largest brands are support their
online every week
links to user- customers is
generated content (2012 Consumer Views of Live changing…
Help Online, A Global
(Socialnomics, ’09) Perspective, Oracle)
2 Confidential 18-Feb-13 Global Marketing
3. Decision making is changing
• Approximately 72% of consumers trust
online reviews as much as personal
recommendations
• 52% say that positive online reviews make
them more likely to use a local business
• 23% of US internet users under the age of
35, and 21% between the ages 35 and 49,
would buy a brand because of a friend’s
social endorsement
3 Confidential 18-Feb-13 Source: Altimeter 2012 Graphics: GapingVoid Global Marketing
4. Trust in sources for company information is also
changing…
4 Confidential 18-Feb-13 Source: Edelman Trust Barometer, 2012 Global Marketing
5. Over six years of social media experience
Altimeter
March 2008 June 2009 Dell
February 2007 recognized Dell
Accepted Solutions Global Twitter with “Open named
February 2006 IdeaStorm launched launched on Community revenues of Leadership Award the No.
A voting based site allowing $6.5 M for Innovation and
Michael Dell asked customers and others to
Dell France begins Online May 2008 1 most
Community Outreach Execution”
Why don‖ we reach out and help
t submit ideas for Dell. Dell Outlet achieved social
bloggers with tech support issues? October 2007 $0.5M in sales via Twitter brand
Michael Dell quoted in Business March
December 2006 Week 2010
Ratings and In response to Jeff Jarvis question around Dell
whether companies want to be part of the January 2009 joins
reviews launched online conversation: ”My argument is you December 2010
Dell Organizes June 2009 Sina
on Dell.com absolutely do. You can learn from them. You Social Media
can improve your reaction time. And you can into four $2M+ Sales Weibo Listening
be a better company by listening and being customer via Twitter in Command
involved in that conversation.” focused China Center launched
business units
2006 2007 2008 2009 2010 2011
Social Media &
July 2006 Direct2Dell Community
June 2007 2009 University (SMaC U)
launched Today
Direct2Dell exists in English, Dell joined Twitter June 2008 Dell TechCenter launched
Spanish, Norwegian, Channel 5,000 team
Japanese and Chinese. EmployeeStorm January Spring 2009 members trained by 6 Awards for the Social
blog December
launched 2008 Members of end of year Media Listening
launched 2009
Internal Blogs Launched Dell aligns Community Command Center
Huffington
January 2007
for Employees.
organization and
Post Blog
StudioDell launched November 2007 for success Conversations B2B pages on
Dell‖ video and podcast site, with
s DellShares deployed Facebook
August 2006 helpful tips and tricks. Eventually
launched within each of
expanding this into the YouTube April 2008
Blog outreach The first investor the new Dell
channel making sharing easier. Inside IT launched June 2010
expanded beyond relations blog by a Blog focused on business Business units
public company. CAP Days launched
tech Support customers, and Cloud In-person events for vocal
Computing. online customers
Global Marketing
6. Listen, Learn, Engage & Act
Dell’s Social Media Listening Command Center
25,000 posts a day
Global Marketing
7. How Social Media is embedded throughout Dell
Product
Marketing Online Presence
Development
• Demand Forecast • Ratings & Reviews
• Feedback Loop
• Lead Generation • Communities
• Early Warning
• Message Reach • Customer Stories
• New Product Ideation
Sales Customer Service Communication
• Collaboration • Listening • Rich Media
• Thought Leadership • Support Widgets • Brand Reputation
• Blogs • Outreach • Influence
• Reputation Marketing
Global
8. How companies organize for social media:
• Holistic: Everyone is in customer service and support and any
employee who wants to be social is enabled
Source: Survey of 140 Corporate Social Strategists, Altimeter Group, November 2010
8 Confidential 18-Feb-13 Global Marketing
9. Training is
critical for
both risk
mitigation &
scaling
engagement
9 Confidential 18-Feb-13 Global Marketing
10. Must be transparent in company affiliation
10 Confidential 18-Feb-13 Global Marketing
11. Are your employees prepared?
• Do your employees feel they can share exciting news about
brand and company online?
• What does that sharing look like?
• What if they receive a online question from a friend asking them
about a product from their company?
• How are they prepared to respond?
11 Confidential 18-Feb-13 Global Marketing
12. Empowering employees: Social Media &
Community University
Policy
Principles
Governance
Training & tools
12 Confidential Global Marketing
13. Certification requirements:
Course levels:
• 101: Principles
• 201: Dell’s Strategy
• 301: Dell’s Brand Guidelines
• 4XX: Platform Specific – Strategy &
Best Practices
To date: +7,5K employees trained and
certified to engage on behalf of Dell
13 Confidential 18-Feb-13 Global Marketing
15. Create actionable content
Enables employees to engage based on various levels of participation
High Proficiency Level Activity
Content Creator Advanced Videos, Blogs, Content
Participation levels
Conversationalist Intermediate Micro blogging, conversations
Listener Basic Listen, take insights into business
Low
15 Confidential 18-Feb-13 Global Marketing
17. Our top ten SMaC University learning’s:
# 1: Ground training in strategy and vision for team’s role in social media
# 2: Make certification a requirement
# 3: Goal to have employees activated
# 4: Determine the required information that employees MUST KNOW in
order to be activated
# 5: Mixed teaching style with lecture, dialogue, exercises and scenarios
17 Confidential 18-Feb-13 Global Marketing
18. Our top ten SMaC University learning’s:
# 6: Launch Training Ambassadors for global scale and regional
relevance
# 7: Launch with in-person to “be the social face” & address questions
# 8: Evolve your training curriculum to include real time mistakes
# 9:Myriad of tools to continue the conversation: SMaC U Chatter group,
Videos, Adobe Connect
# 10: Identify and reward the small courageous steps
18 Confidential 18-Feb-13 Global Marketing
19. Customer
connected
employees are
your
companies
rock stars…
19 Confidential 18-Feb-13 Global Marketing