Download as PDF, PPTX
Web2.0 And Communities
- 1. Beyond Web2.0 y Shaping The Future Of Your Company Using Online Research Communities February 27th 2009 Peter Harris National President AMSRS, Managing Director Colmar Brunton
- 2.
- 3. What is Wh ia market research online community 3
- 4. “It’s research Jim butnot as we know it ” it. Well said. 4
- 5. + Private, branded, onlinespace , where 100’s or 1000’s of invited consumers or prospects regularly spend time generating ideas, offering p p g y p g g , g advice to you and to one another, sharing experiences and feelings, discussing trends, and helping you figure out your marketing and business issues. 5
- 6. Simply Put.... “Ongoing dialogue with the people that will help you shape the people future of your company” Forrester Research 6
- 7. All departments from A private branded online Your communities your company can engage community i a di l it is dialogue ffocused d conversations with your ti ith and benefit from the on improving your offering brand community Marketing Innovation Research Retail Brand Strategic Sales Planning Community Customer HR Service 7
- 8.
- 9. What are thefeatures market research online community 9
- 10.
- 11. Branded 11
- 12. Discussions 12
- 13. Polls 13
- 14. Surveys 14
- 15. Activities 15
- 16.
- 17.
- 18. Why Wh market research onlinecommunity 18
- 19. MROC can leadto new ideas, better products and more relevant messages 19
- 20. Dells IdeaStorm Community Communityresults at a glance • 1 Customer has saved Dell $1million in support costs • 9,000 ideas contributed • 4 000 comments 4,000 • 120 ideas put into practice http://au.youtube.com/watch?v=Y0SOXW_K56w 20
- 21. Starbucks Community results ata glance • 50 000 ideas submitted in first 4 months 50,000 • Thousands of blog posts and customer conversations about the brand 21
- 22. Mini-USA Community results ata glance • 75% of mini owners in the US are part of the online community. • 50% of all sales leads are generated through the social media marketing. • Cost per lead on site is $15‐20; in the showroom it’s closer to $800 it s $800. • In 2003 the site generated 12,000 qualified leads (target through all avenues was 25,000). • 53% of the growth in consumer advocacy was realised in growth in revenue from sales. 22
- 23. Obama Community results ata glance • 500 million blog postings mentioned Obama vs. 150 million mentioning McCain • Obama had 844, 927 MySpace friends vs. McCain’s 219,404 • Obama gained over 10,000 new MySpace ‘friends’ in the 24 hours leading up to election day. 23
- 24. Case Study: EasyJet Europe’s 4th largest airline Low cost + customer advocacy proposition 165 aircraft / 400 routes / 28 countries / 38m+ passengers (2007) / 1,050+ daily departures Vision T be the best low Vi i ‐To b th b t l fares airline in the world 24
- 25. “Our whole brandis created out of customer contact and the experience customers have with us – therefore our success is based on listening to them” - Stelios Haji-Ioannou, EasyJet founder and Serial Entrepreneur 25
- 26. Situation Insights toinnovate more rapidly and keep up with the fast evolving airline market place Harness customer intelligence to inform better decision making Low cost / efficient / real time tool required to support business model 26
- 27. Actions Developed privatebrand community 2,000 participants p p Customers who have flown easyJet in the last 12 months New Topics introduced each week 90 topics i l 6 months i in last h Recent topics include: 27
- 28. Example Topic: BoardingProcesses Challenge: easyJet had seen year on year improvements across the majority of key customer satisfaction measures with exception of the boarding process. There was a need to understand customer perceptions of the boarding process in more detail, what is preventing improvement and how should easyJet be addressing these. 28
- 29. Example Topic: BoardingProcesses Online post in Discussion community Analysis & feedback report prototype 29
- 30. Conclusions Blueprint forongoing dialogue with easyJet customers Cost benefits of approach ‐ re‐assessment of research pp planning process More opportunity for research coverage/dialogue Indication of how we will talk to customers in the future It has further highlighted the need for client and agency research teams to work differently. 30
- 31. Operating in asilo without customer input can lead to problems 31 Adapted from Forrester Research presentation ‘Customer Collaboration’
- 32. Marketers today stilldo not collaborate enough with consumers throughout innovation processes 32
- 33. But wait! Consumersdon’t know what they want! “Had “H d I asked end customers, all k d d t ll they would have said is that they need a faster horse.” Henry Ford 33
- 34. Marketers have avariety of tools and techniques beyond simply asking a question 34
- 35. Consumers are willingto participate in online company communities Of online adults say they are willing to participate company online communities to develop p products & services Your Source; Australians 18+; online users 35
- 36. Willingness spans avariety of areas Interacting with Having a direct other community impact on the members company Getting a behind‐ 48% 58% the‐scenes the scenes look at the company 61% Interacting with company d i i decision What would be makers of interest if you 49% joined a brand Giving input on Previewing/Input on community? advertising/marketin g/ new product's/services product s/services g campaigns before anyone else 68% 84% Other 4% Your Source; Australians 18+; online users; say they are willing to participate in company online communities 36
- 37. MROC Pays Off Better products Customer Customer More efficient engagement, & services innovation / NPD acquisition advocacy & loyalty • Understanding • Testing ideas • Showing loyal • Learning why customer earlier i the li in h customers that h non‐customers challenges, needs, development their opinions aren’t buying and ideas process to get matter from you • Gaining new cheaper and more • Empower people • Engaging new perspectives on real time real‐time through the target segments the overall feedback ability to impact early to transition experience • Understanding decisions through them to future interest levels to ownership in the buyers p prioritize new p process innovation initiatives 37
- 38. How does itcompare to other forms of market research 38
- 39. • More research,for less (rule of thumb: twice the research at half the cost) • F t responses Faster • Reduced surveying costs • Richer quality of responses • More brand contact with marketing partners / stakeholders • Refocus and realign the organisation around the customer 39
- 40. Focus Group Online Community Medium In person Online Participant Size p 8‐12 100s‐1000s Respondent Bias Medium Low Time Frame 2 hours Years Turnaround Time Weeks‐Months Hours‐Days Geography Metro Worldwide Cost Variable Fixed Cost per Response High Low Methodology M h d l Qualitative Q li i Qualitative Q li i & Quantitative 40
- 41. What Works 1. Clear communication 2. 2 Active company participation 3. Engaging content – rich media 4. Showing impact of participation 5. Ceding some control of the agenda 6. Regular contact – weekly or fortnightly g g 7. Using a variety of tools 8. Company wide involvement & partner support 9. Rewarding the community – discounts, invitation to special events 41
- 42. What Doesn't 1. Not having clear objectives 2. 2 Being absent You must show‐up absent. 3. Not recognising contributions 4. Not being conversational 5. Not being transparent 6. Not demonstrating action g 7. Treating people as respondents to research 8. Not having the Your Community platform and team in your corner 42
- 43. Research communities offer freshinsights for accelerated innovation innovation. At the end of the day, it should connect you with y your community y 43
- 44. Your Community Join theConversation 44
- 45.