B2B Case Study by Aneliya, Rebecca and Terry showing an unlikely shipping company found a social media holistic solution.

1. Maersk Line
B2B & Social Media
Aneliya Crawford | Terrence Mackin | Rebecca Torres
MKTG 6657
“The biggest challenge is that many companies see
social media as a cute promotional activity when it
can be a strategic marketing activity.”
Christine Moorman, director of The CMO Survey and T. Austin Finch senior professor of
business administration at Duke University’s Fuqua School of Business
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2. AGENDA
Q1: Do you think that Jonathan Wichmann left Maersk in a good
place to scale up? Do you think his current social media strategy is
sustainable?
Q2: Is Maersk Line fully availing itself of the benefits of media
richness: use VIDEO to create edutainment, build emotional
connection, learn context and create a longer customer lifecycle
journey?
Q3: Should Maersk follow GE’s thoughtful, integrated social
media approach that is “informative, professional and fun?”
-Mark Schaefer, Social Media Expert
Discussion Questions:
Please engage using #SMAnalyticschat
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3. Agenda
PART 1: CASE OVERVIEW
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4. Part 1: Who Is Maersk Line?
Total Global
Market Share
Shipping
Container
Industry
Source: Case 4

5. B2B vs. B2C Marketing
 B2C vs B2B: Requires different strategies as B2B
are marketing themselves to other businesses,
instead of B2C to consumers directly.
 In 2012, two-thirds of B2B companies were investing
in social media marketing . (Source: Eloqua)
 B2B Unique Challenges: To be successful, B2B
companies must engage end-users who are
consumers that have influence to:
• Increase brand awareness
• Humanize the brand
• Establish company as a thought leader
• Connect & engage with industry
influencers, prospective customers, and
current customers.
PART 1: B2B Social Media Challenges
5

6. Primary Business Goal:
“Get closer to our customers”
PART 1: Maersk 2012 Social Media Goals
“Our initial goals for social media
were to raise brand awareness,
increase customer loyalty, improve
employee engagement, develop
customer insights, and control news
flow. It was the ‘softer’ side of
things. At first, we didn’t expect to
sell shipping containers through
social, though we’re learning now
that in fact we can. ”
- Jonathan Wichmann, Head of Social Media
6

7. PART 1: Maersk 2012 Social Media Strategy
“It’s communication, not
marketing. It’s about
engaging, not pushing.”
7

8. 10 Channels:
PART 1: Maersk 2012-13 Social Media Impact
Followers:
1 Million
Followers: 22K
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9. PART 1: Maersk 2012 Social Media Key Drivers
• Visually Engaging: Used existing content (14,000
image database) and leveraged the public & users
who liked to take photographs of Maesk ships
worldwide.
• Emphasis on Storytelling: Humanizing Brand &
Building Positive Perception
• Constituent Voice & Presence
• Crisis Management: Shares both positive & negative
stories about the company. Perceive company as
trustworthy and socially responsible.
• Buy-in from management: Avoid top-down approach
of social media management, with buy-in from
leadership for spontaneous and flexible approach
that allowed authentic engagement. Key to success is
to have supporters of social media in senior
management.
• Segmentation on platforms.
“It is about not making false pictures
about who you are. That is where the
crisis occur, when suddenly there is a
hole in the image you have created.
Then you see the ugly reality.”
- Jonathan Wichmann on Crisis
Management
Key Drivers of Success
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10. DISCUSSION QUESTION 1
Do you think that Jonathan
Wichmann left Maersk in a
good place to scale up? Do you
think his current social media
strategy is sustainable?
Question 1:
MA1: to #SMAnalyticschat
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11. PART 2: IDENTIFYING PROBLEMS
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12. PART 2: Scaling Up Social Media Team
Scaling Up of Social Media
• What are the new SMART
objectives?
• Should Maersk focus on more
targeted & more platform-specific
use of SM channels?
• Has the SM engagement driven
revenue creation, more traffic to
website, innovation or more
favorable perception of the
organization? 12

13.  Specific: Reach new target
audiences; leverage user content to
gain insights that spur innovation
 Measurable: Maximize viewership to
target levels; KPI’s at 6mos, 12mos,
18mos & 24mos for increased
revenue, innovation & morale
 Achievable: consistent w/ resources
& agency support
 Relevant: Leverage SM prominence
to build sustainable competitive
advantage
 Time-Oriented: Target void/
opportunity
PART 2: Social Media Objectives
Social Media Objectives
 Bring Maersk Line closer to its
customers (primary objective)
 Better press coverage
 Gain higher employee engagement
 Develop more brand awareness
Initial Objectives
New SMART Objectives
13

14. PART 2: Optimizing Platforms
OPTIMAL USE OF PLATFORMS
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15. PART 2: Marketing Plan Integration
Integration with Marketing
• What is the role of SM strategy?
• Will an integrated marketing strategy
affect Maersk Line’s unique SM
approach of “approachability and
personality”?
• Will integration unlock opportunities
for stronger management support for
SM?
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16. PART 2: Really Framework
REALLY FRAMEWORK Research: Continue to build firmer understanding of the
target audiences and their platform-specific culture.
Engagement: Empowerment and authenticity
through heavy employee and customer
engagement; real people real stories.
Analytics: Understand better the
drivers that helped reach prominent
social media presence to date.
Listening Analysis of consumer
sentiment; the context of
people’s engagement with the
brand
You: leverage the storytelling; show
the fun and innovative side of Maersk
Line; create vividness
Learning: “Social listening is important, but
it is more important to listen and learn
about your target audiences’ wants!”
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17. PART 2: SWOC Analysis
Strengths:
 SM Visuals, Access+ new video tech
 Video demand
 Positive metrics from 2YR SM
Experiment
SWOC Analysis
Opportunities:
 Executive Mgt. & SM Team work
towards common SM Goals
 Recruit, train and turn 25K employees
to evangelize SM
 Leverage SMMS with UGC contests,
Internal recognition, CEO Halo
Weaknesses:
 New & inexperienced SM leader
 Insufficient TA & content data to
establish future
 Targets
Challenges:
 Scaling SM Ops and Internal training
 Rebuilding TA, content and influencer
data for future forecasting
 Tying SM mission to Corp mission with
KPI’s at 6mos, 12mos, 18mos & 24mos
17

18. DISCUSSION QUESTION 2
Is Maersk Line fully availing itself of
the benefits of media richness: use
VIDEO to create edutainment, build
emotional connection, learn
context and create a longer
customer lifecycle journey?
Question 2:
MA2: to #SMAnalyticschat
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19. PART 3: RECOMMENDATIONS
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20. PART 3: RECOMMENDATIONS
I am a Shipping Professional
I am a Maersk Customer
I am a Prospective Customer
I am a Shipping Enthusiast
Target
Engage
Measure
Listen
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21. PART 3: VIRAL CONTENT
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22. PART 3: RECOMMENDATIONS
Step 1: Get Clarity On The Past
• Study Data on Facebook, Twitter, Instagram over 2011-13 to develop insights
about what happened that made channels successful or not. Look for specific
spikes in engagement, sharing and commenting.
• Get a written copy of the proposed plan along with budget assumptions and
current status
• What personas detail can you gain from Facebook and Twitter?
• Have a discussion with executive management around the company to get
their view of the social media work done over the last two years. Did we
achieve our goal of getting closer to our customers? What would they
recommend for the future?
• Meet with the CEO to discuss his views about the past and his vision for the
future and whether he will engage. Take the first step towards integration? 22

23. PART 3: RECOMMENDATIONS
Step 2: Resources, Goals & Content
• Prioritize personas, then SM channels
• Engage and train staff with presentation summarizing past insights & KPI’s.
• Create UGC multi-media demand using keywords, contests, &
gamification.
• Leverage internal content capabilities, cameras for more photos and
videos.
• Automate where possible: Hootsuite & buzzsumo for influencer ID’s,
content, & amplification ideas
• Add features: buttons, video/pix features to enhance engagement
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24. PART 3: RECOMMENDATIONS
Innovate With Visuals:
Maersk Line wants to be seen as innovator.
• Add a GoPro to Drones tested delivering
cookies.http://www.maersk.com/en/hardware/2016/03/fl
own-out-by-drone
• Test LIVE Video with Facebook or Periscope
• Introduce UGC photo & video contest
• Showcase visual effects on Instagram-time-lapse
sequences
• Add features to enhance actions: buttons, searchable
database
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25. GE's Audacious Approach to Content Marketing
Experimentation and innovation are in GE's DNA, so it's only natural
that the digital industrial company pushes the boundaries in content
marketing too.
How 122-Year-Old General Electric
Is Killing It on Social Media:
GE Showing The World How To
Handle Social
25

26. DISCUSSION QUESTION 3
Should Maersk follow GE’s
thoughtful, integrated social media
approach that is “informative,
professional and fun?”
Mark Schaefer, Social Media Expert
Question 3:
MA3: to #SMAnalyticschat
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27. Yeh, that’s me. There are more
pictures of my Maersk Line boat
trip.
www.facebook.com/maersk
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28. ADDENDUM
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29. ADDENDUM
29

30. Are the
managers
socially
Active?
ADDENDUM
GE Is A Good Peer Case to Follow
“Imagination at work!”
Corporate Vision?
Does social have a
strategic role?
What is the
evolving
vision for
social?
Reverse engineer
the success of
Facebook to
understand specific
catalysts
How much does
GE spend on
social media?
Why?
How does
Maersk define
social media
risks?Cultural
Resource allocation
debates
Risk Aversion
Social Media is replacing
some advertising.
Should the
company
outsource
social
Is the in-house
production unit a
chance to
improve sales,
training, safety
Does Maersk
need a
corporate voice
and a social
voice?
https://youtu.be/v5q31ICQuFo
Give it soul
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31. ADDENDUM
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32. ADDENDUM
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