lessons from the best in class webinar slides

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Lessons from the "Best- in-Class“Generating Business Results from Social Media

March 12, 2008

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Introducing the Presenters

Jim NailChief Strategy & Marketing Officer

TNS Media Intelligence/Cymfony

Jeff ZabinResearch Fellow, Customer Management

Aberdeen Group

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Influence 2.0TM

Webinar Series

• This webinar is the latest in a series of educational webinars with to

help companies harness Influence 2.0TM

• Influence 2.0 education materials help you build the business case and organizational support

• “Social Media in Business” Facebook group connects to your peers for further learning

• Cymfony helps you understand and manage this new dynamic of consumer communications

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Please submit your questions in

the Q&A area in lower right

corner of your Webex interface

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Generating Business Results with Social Media

• Social media has earned a place in mainstream marketing, but it is still emerging so formal business practices are developing

• This webinar shows what you can learn from the “Best-in-Class”

• New Cymfony study finds that most companies are at the experimentation stage with social media

Download This Report at www.SocialMediaInBusiness.com

6 • © AberdeenGroup 2008

A Brief Introduction“A reliable pointer to the way marketing is developing.”- The Financial Times

“The best first stopping place for gaining insights into the new world of marketing.” - Philip Kotler

“A plethora of strategic insights.”- Marketing Advocate

“Required reading.” - DestinationCRM

“Points CMOs in the right direction.” - Marketing News (American Marketing Association)

“Anyone still sitting on the fence ought to read this book.“- Phil Condit, CEO, Boeing

“Written for real managers in real business.”- Jack Greenberg, CEO, McDonald’s

“An excellent, customer-focused framework.” -Pat Ryan, CEO, AON

“A thought-provoking yet practical entry point for senior managers.”- Editors, Amazon.com


Social Media Monitoring and Analysis

Influence the Influencers: The Role of PR Agencies in Social Media

Mar 04, 2008, Chief Marketer, By Jeff Zabin

Social Media Monitoring and Analysis: Call It What You Will

Dec 18, 2007, Chief Marketer, By Jeff Zabin

In Brand-Monitoring Solutions We Trust

Nov. 29. 2007, CRM Buyer,

By Jeff Zabin


Research Preview and Survey


InterviewsInherent in the power of Web 2.0, the

emergence of online communities, and the transfer of power from big, centralized command-and-control

structures like corporations to large groups of disseminated individuals like

customers is the need to move from push information to pull information.

Matt Smith, Vice President, Customer Insight

Both the customer you serve well and the

customer you underserve have the loudest voices in

social media.

Sean O'Driscoll, General Manager of Community

Support Services

We monitor social media because it provides

unsolicited and unbiased consumer opinions about our products and brands in real

time.

A lot of social media tools do a great job of telling you

what’s being said and who’s saying it. What we

really want to know is who’s listening to the conversation and how does it permeate

outwards.

Christine Stasiw Lazarchuk Director, Global Market

Research

Online dialog is a good way to get feedback and understand how consumers feel about our brand and to get suggestions

for our business.

Adam Brown Director, Digital Communications

Cathy Halligan, Chief Marketing Officer

Social media monitoring enables us to track how our company is

being portrayed. It’s a barometer we use to determine the viral

spread of our messages and if our tactics are working.

Ed Garsten, Manager, Electronic Media Communications


PACE Methodology


Top Pressures

Source: Aberdeen Group, January 2008

19%

21%

26%

27%

50%

0% 10% 20% 30% 40% 50% 60%

Need to develop newproducts and services

Need to gaincompetitive intelligence

Need to increase returnon marketinginvestment

Need to improvecustomer satisfaction

Need better consumerinsight


Top Actions


29%

36%

40%

49%

0% 10% 20% 30% 40% 50% 60%

Align social mediamonitoring capabilities

to overall businessobjectives

Build social mediameasurement into

marketing campaignsand brand promotions

Maximize marketingcampaign effectiveness

Improve ability torespond to customer

wants and needs


Who Uses Social Media Insights


9%

25%

26%

31%

32%

47%

51%

51%

55%

0% 10% 20% 30% 40% 50% 60%

New group designed for this purpose

Customer Service

Interactive Research

Cross-functional Group

Product Development

Market Research

Public Relations

Interactive Marketing

Product Marketing


Metrics for Determining Best-in-Class

Time to marketing information

Customer satisfaction

Actionable insights derived from social media monitoring and analysis

Ability to identify and reduce risk


Maturity Class Findings


Top Capabilities (Process)

16%

13%

18%

26%

24%

31%

42%

48%

65%

0% 10% 20% 30% 40% 50% 60% 70%

Formalized process fordetecting potential

threats to the brand('Early warning system')

Formalized process foranalyzing consumer-generated content

Formalized process formonitoring consumer-

generated content

Best-in-Class

Industry Average

Laggards



Top Capabilities (Organizational)

19%

23%

24%

24%

34%

28%

34%

35%

43%

52%

52%

56%

0% 10% 20% 30% 40% 50% 60%

Centralized data repository

Dedicated operations resources (i.e., budgetallocation)

Dedicated personnel devoted to social mediamonitoring

Cross-functional resource commitment fromdifferent departments within the organization

Best-in-ClassIndustry AverageLaggards



Top Capabilities (Performance Measurement)

9%

16%

21%

20%

18%

19%

31%

32%

34%

38%

50%

70%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Defined metrics formeasuring new product

developmentopportunities

Defined metrics formeasuring the value of

market research

Defined campaign andpromotion analysis

metrics

Defined metrics formeasuring campaign

and promotion success

Best-in-Class

Industry Average

Laggards



Year-over-Year Improvement in Key Metrics

13%

11%

19%

20%

44%

40%

46%

48%

72%

76%

83%

84%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Timeliness of MarketingDecisions

Ability to PredictCustomer Behavior

ROMI

Customer Retention

Laggards Industry Average Best-in-Class



Active vs. Passive Engagement

50%

50%

34%

66%

16%

84%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Passive Engagement:Our company only

monitors andanalyzes consumer

conversations; we donot contribute to the

conversations.

Active Engagement: Inaddition to monitoring

and analyzingconsumer

conversations, ourcompany contributesto the conversations.

Best-in-Class

Industry Average

Laggards



Active Engagement Yields Improved Performance

30%

50%

30%

50%

44%

56%

57%

57%

44%

57%

62%

62%

60%

62%

75%

76%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Ability to Identify andReduce Risk

Customer Retention

Actionable InsightsDerived from Social

Media Monitoring andAnalysis

Customer Satisfaction

Rarely Post Occasional Posts Regular Posts Frequent Posts

Percentages indicate the number of companies that improved performance in key metrics.Source: Aberdeen Group, January 2008


Recommendations Laggards

Accelerate the adoption of social media monitoring and analysis capabilities.

Define and measure key social media metrics. Dedicate personnel and resources to social media monitoring and

analysis. Industry Average

Develop formalized processes for monitoring and analyzing consumer-generated content.

Improve marketing decisions by devoting resources to market research and social media monitoring and analysis.

Best-in-Class Shed the reliance on manual search processes. Implement defined campaign and promotion analysis metrics.

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the Q&A area in lower right

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Jim [email protected]

Jeff [email protected]