measuring the returns from social media

BRANDED EDITORIAL

Acxiom ............................ 4Engaging Consumers with Direct Social Media Marketing

Attensity ........................... 5Harnessing Social CRM with LARA

eGain ............................... 6Harvesting Social Knowledge for Customer Service

Jive ................................. 7Real-Life Examples of Social CRM

Lithium ............................. 8The Business Case for Social CRM

>1TO1 IN ACTION WHITE PAPER SERIES

the Returns FromMeasuring

Social Media

Now is the time for organizations across industries to use social CRM to get closer to customers and to react more quickly to trends.

BRANDED EDITORIAL 2

y all accounts, social CRM is red hot. And it’s no wonder: Combining the intimacy of CRM with the breadth of social networks and online communities is a powerful way

to increase customer engagement.Consider recent statistics: Twitter has surpassed 75 million users, while Facebook recently

reported that it has a whopping 400 million active monthly users. Socialnomics reports that 96 percent of Gen Y consumers have joined at least one social network, and more than 1.5 million pieces of content (e.g., articles, blogs, links, photos) are shared on Facebook alone each day. Additionally, about one third of bloggers post opinions about products and brands. According to a July 2009 Nielsen survey of 25,000 online consumers from 50 countries, 90 percent of respondents said they trust product and brand recommendations from people they know. Socialnomics finds that only 14 percent trust advertisements.

With all this influence shifting online, now is the time for organizations across industries to use social CRM to get closer to customers and to react more quickly to consumer trends.

According to industry expert Paul Greenberg, social CRM is a strategy “designed to en-gage the customer in a collaborative conversation in order to provide mutually beneficial value in a trusted and transparent business environment.” Ideally, this means combining the best aspects of CRM and social media to create a strategy that uses deep customer insights to foster deeper customer relationships. It includes such activities as running a company-hosted customer community to gather feedback, delivering Twitter-based customer service, and using information gathered from social networks to track customer sentiment.

Although “soft” benefits like customer engagement are clear, “hard” benefits can be elu-sive. Placing financial metrics such as return on investment (ROI) around social CRM efforts has proven to be daunting for many companies, says Don Peppers, founding partner at Pep-pers & Rogers Group. “We’ve not yet come across any organizations that have been able to successfully measure social CRM returns using hard financial metrics such as net present value or increased cash flows,” Peppers says.

Even so, social CRM delivers real impact. Companies can obtain measurable improve-

B

the Returns FromMeasuring

Social Media

then be calculated by multiplying the cost per call against the number of calls deflected. Studies by Forrester Research have determined that the ROI for customer service communi-ties is nearly 100 percent within 12 months, Petouhoff says.

Petouhoff cites as an example Lenovo and its experiences after it acquired IBM’s PC Computing division in 2005. After the deal concluded, Lenovo executives noticed that its cus-tomers were talking about its products in third-party forums, such as notebookreview.com. Lenovo’s executives were con-cerned that they were being left out of these conversations.

Consequently, Lenovo launched its own peer-to-peer on-line community. Its goal was to learn more about customer views on its products, including features and shipment de-lays. Although a 2 to 3 percent reduction in support calls would more than offset the cost of building out the commu-nity, Lenovo aimed for a 15 percent reduction. Within a year the company experienced a 20 percent reduction in calls to its contact center regarding laptops for the U.S. alone, thanks to direct and indirect call deflection through the on-line community. Lenovo has also seen an increase in agent productivity, a shortened problem resolution cycle, and a reduction in its support costs.

In the pages that follow, learn how your organization can harness social knowledge, use online communities to foster peer-to-peer support, listen to conversations that customers are having in social communities and extract meaning from them, and collaborate with internal stakeholders on how best to react effectively to customer feedback.

ments in their business performance through social CRM initiatives even if traditional financial metrics can’t easily be applied. Organizations can harvest social knowledge to learn more about their customers, concerns, needs, behav-iors, and preferences. Taking action based on that informa-tion can help to improve customer satisfaction and build loyalty. They can use social media channels to listen to cus-tomer feedback and create forums for product innovation. This can drive up both engagement and sales. And they can discover and engage influencers. As many companies are beginning to discover, power bloggers and Twitterers can have a dramatic effect on business through brand recom-mendations and word-of-mouth endorsements.

Call deflection calculationsOne area of social CRM where companies can often de-termine ROI is online communities, says Peppers. For in-stance, an organization that uses social media to listen to customers can track how many complaints it intercepts online and prevents from reaching its call center. Combin-ing this with estimated cost avoidance delivers a hard-dol-lar cost savings. By some estimates, each call to a contact center costs a company about $8. But the cost to resolve problems online typically costs a fraction of that amount.

The value of call deflection also can be determined by measuring call volumes before and after a social network connection has been deployed, says Natalie L. Petouhoff, Ph.D., an analyst at Forrester Research. The savings can

BRANDED EDITORIAL 3

Studies by Forrester Research have determined

that the ROI for customer service communities is

nearly 100 percent within 12 months.

Identify service/support issues and contact consumer to resolve

Host an online community on the company website

Participate in relevant communities run by consumers

Monitor conversations to research consumer issues and requirements

Form a group on a third-party site, such as Facebook, LinkedIn, etc.

0 10 20 30 40 50 60 70

U.S. Consumer Preferences for Company Usage of Social Media

Source: “The ROI of Online Customer Service Communities,” by Dr. Natalie L. Petouhoff, Forrester Research, Inc., June 30, 2009.

Agree

Disagree

Percentage of Respondents

BRANDED EDITORIAL 4


any marketers find themselves thrust

into a world where they’ve lost control.

While some see the social media frontier as

a great opportunity, many see it as the Wild

West — a place where things can quickly be-

come unmanageable.

Is there an easy way for marketers to ben-

efit from social media? What can be done to

recognize and engage customers who are

active social media influencers?

To meet these challenges, businesses are

turning to direct social media marketing. De-

signed to bring the benefits of direct marketing

to the social media frontier, these solutions

enable businesses to recognize, segment

and engage customers who are social media

users, while also measuring and monitoring

relevant social media activity.

Direct Social Media Marketing

Direct social media marketing combines the

best of online direct marketing with social

media marketing by allowing marketers to

recognize and engage socially active custom-

ers and prospects. In addition, this new model

allows businesses to effortlessly track senti-

ment about their company, its products and

services, and competitors.

This unique direct marketing solution is

able to recognize socially active custom-

ers and prospects within the corporate

database, allowing marketers to leverage

word-of-mouth marketing. Thus, a business

can pinpoint top social influencers among

its clients and provide incentives for them to

share their experiences with their networks.

By mapping and connecting socially active

consumers with existing customer data, busi-

nesses can quickly recognize key social media

influencers. In addition, consumers and pros-

pects can be segmented based on social

media portraits or activity, allowing market-

ers to create unique programs based on each

group’s social media influence.

Direct social media marketing solutions

can also find popular social networks among

a company’s customer base. With this knowl-

edge, the appropriate social networks can be

targeted to quickly engage prospects, share

information, create greater exposure and

promote products.

How it works

The first part of direct social media market-

ing begins by recognizing consumers that

participate in social media. A portrait of each

consumer’s social media activity is created,

and includes specific network use, levels of

activity, number of friends, and much more.

Social media intelligence is also pro-

vided at an aggregate level, including what

customers are saying about the company,

its products, key competitors and relevant

people. This helps marketers determine the

aggregate pulse of the company’s socially

active customers at any given moment,

enabling quick responses to trends.

Insight is gained by comparing a list of

customer or prospect email addresses against

a comprehensive social media database. The

result is a social media portrait for each regis-

tered customer and his or her social media

activity.

With the resulting knowledge, social media

segments are created, allowing marketers to

engage socially active customers directly and

individually via a variety of delivery mecha-

nisms, such as email, twitter and fan pages

to name a few. Common activities include

providing tools, widgets, incentives and invi-

tations to social media events.

As consumers use tools and participate in

activities, marketers begin to gain a compre-

hensive social media picture of their entire

customer database, and can drill down to

very specific sets of social consumers. Activi-

ties from sites like Facebook, LinkedIn, Twitter

and MySpace can even be tracked down to

the individual level.

The level of social media insight avail-

able is broad. For example, at the individual

consumer level, direct social media marketing

solutions reveal the networks the consumer

belongs to, as well as group and fan page

memberships. It also determines how many

friends share marketer content and any

specific transactions that resulted from that

person’s social media activity. Response can

be tracked from an email receipt to social

network activity, providing metrics for social

media marketing success all the way to a

purchase.

Direct social media marketing solutions

are able to pull insight from all leading

social networks including Facebook, Twitter,

LinkedIn, Plaxo, MySpace, Flickr, blogs and

many more.

Metrics such as impressions, clicks, down-

loads, uploads, posts, ratings, shares and

purchases can all be tracked to the individ-

ual level. At the aggregate level, consumer

sentiment, site visits, referrals from social

networks and search engines can also be

tracked. This allows marketers to build highly

measurable strategic programs and demon-

strate quantifiable ROI. g

About Acxiom

A global leader in interactive marketing services, Acxiom connects clients with

their customers through deep customer insight, powering effective and profitable

marketing initiatives and business decisions. Our consultative approach spans

multiple industries and incorporates decades of experience in consumer data and

analytics, information technology, data integration and consulting solutions for

effective marketing across all channels.

For more information about Acxiom, visit www.acxiom.com

M

Engaging Consumers With Direct Social Media MarketingHow Businesses Can Embrace an Unfamiliar World

BRANDED EDITORIAL 5


he way customers want to interact with

companies is changing every day. These

days, it is far less common for a customer to

pick up the phone and call a company’s help

desk. That customer more commonly will

turn to the internet – to web communities

and self-help portals to answer their ques-

tions. How can the enlightened company

use this trend to their advantage?

This shift to the internet has opened new

opportunities for companies to more ef-

fectively LISTEN to customer conversations,

ANALYZE those conversations, RELATE the

information within those conversations to

existing information within their enterprise,

and then ACT on those conversations. We

call this the LARA methodology.

LISTEN

The first step involves ascertaining where

your customers are talking about you, and

designing a listening program that enables

you to better understand what they are say-

ing. We often find that a company’s “social

media listening” efforts belong with one

group, their “CRM listening efforts” are in

another group, and their survey listening is

in yet a third group. Marketing, sales, and

customer service all have important informa-

tion that must be shared to create a complete

picture. This is where text analysis can help.

ANALYZE

Text analysis is not search. “Search” was

specifically designed to enable you to quick-

ly find relevant documents that contain a

term of interest. Search only really indexes

keywords. It doesn’t understand what text

is really about, and it’s not able to give you

a big picture of the information that tweets,

posts, and other documents contain. Be-

cause search is document-centric and relies

on keywords, it’s hard with search to get

the big picture. How can you look at a set

of search results and get answers to ques-

tions like: What do people think about my

company? What problems are they having?

What do they like about me vs. my compe-

tition? What ideas do they have? Who is

thinking of switching or buying something?

It’s a very manual process.

“Search” starts with you feeding a sys-

tem words to look for. “Text analysis” starts

with the text itself and lets it tell a story. It

“reads” through documents, extracts the

key entities, relationships, and sentiments

from that text, and then gives that text a

unique “barcode” of all that information

that can be used in downstream operations.

Text analysis can be used to shed light on

compliments, complaints, questions, is-

sues, suggestions, reasons for purchase,

intent (to buy, to leave), and so forth.

RELATE

Next, you want to relate this information to

the structured data that exists, to reveal the

why’s behind the numbers. And we’ll help

you break down the informational silos that

exist in your organization. For example,

you might want to better understand how

the content or sentiment expressed in cus-

tomer emails affects call center time-to-res-

olution time, how many of a product that

customers are expressing issues with have

shipped, or how various actions affect your

net promoter scores.

ACT

Using all of this information, your organiza-

tion can then more effectively act. Attensity

provides a complete customer experience

suite of products that use the listen-analyze-

relate process to drive action.

g Attensity Service seeks out information

from expert forums and customer commu-

nities, and text analysis is used to extract

the problem and solution pair, as well as the

products and issues the social CRM interac-

tion is about. This information can then be

added to internal information, related to a

corporate ontology and knowledgebase,

added to intelligent decision trees, and pro-

vided via Attensity’s self-service portal for

search and guided navigation.

g Attensity Respond uses the LARA process

to automatically “read” emails, tweets, and

posts and react accordingly, automatically

answering an email about a refund policy,

routing an unhappy customer’s tweet to

customer service or a social media team, or

automatically routing a “threatening to sue”

posting as a mobile alert for legal to review.

g Attensity Analyze uses text analysis for

data mining operations, allowing you to see

reports on customer sentiment, complaints,

compliments, and other information as eas-

ily as you can report on inventory levels and

sales figures. Companies like JetBlue and

Whirlpool are using this system to better

understand their customers and gain early

warning on issues, enhancing loyalty and

responsiveness. g

About Attensity

Attensity provides software applications based on semantic technologies to find,

understand, and use information trapped in text to drive decision-making. With more

than 500 installations worldwide, Attensity software is used by government agencies

and innovative enterprises like Airbus, Charles Schwab, Bosch, JetBlue, Travelocity

and Vodafone to track trends, identify patterns, detect anomalies, reduce threats, and

improve customer satisfaction and retention.

For more information about Attensity, visit www.attensity.com

T

Harnessing Social CRM with LARA Listen-Analyze-Relate-Act

BRANDED EDITORIAL 6


ommunity-based knowledge creation for

customer service is not that new. How-

ever, enabled by the ubiquity and ease of use

of the Web and social networking tools, it

has gone to a new level, leading to the phe-

nomenon of “social knowledge.” While more

prevalent in B2C, social knowledge is also

starting to matter in B2B sectors.

How can companies harvest the best of

social knowledge for the service they offer

through their contact centers? How should

they engage with customers on social web-

sites? The following five-step plan will help

increase the odds of success in harvesting so-

cial knowledge for customer service.

1. Assess the opportunity

Does the business generate enough social

knowledge? What is the nature of the busi-

ness and customer queries?

Social knowledge creation has been more

common in B2C because it is easier to attain

“critical mass” with more contributors and

less specialized knowledge. This means a

bigger harvesting opportunity in B2C than

in B2B. As for inquiry types, they fall broadly

into four categories—informational, transac-

tional, diagnostic, and advisory. Informational

and transactional queries tend to be less

complex than diagnostic and advice-seeking

ones. Informational and transactional queries,

therefore, are more likely to be resolved by

social knowledge (Figure 1).

2. Identify high-value knowledge

Social knowledge contributors have varying

levels of reputation, prolificacy, and influence,

which most social networking tools measure

(number of posts, acceptance rate, number

of connections, etc.). The Social Knowledge

Value™ (SKV) of contributors can be estimat-

ed by using a combination of these metrics.

Knowledge from high-SKV contributors is

ideal for “deep dive” harvesting, while that

from low-SKV contributors can be ignored or

skimmed (Figure 2).

3. Engage current customers

Customers are critical to the initiative —both

as knowledge contributors and posters of

queries. Businesses need to make sure that

queries posted on social sites are resolved

quickly, especially if they are from high life-

time value customers, whom you usually

provide “platinum service” (e.g. proactive

offer to chat). The risk of non-resolution of

customer queries is high on social sites be-

cause of broad market exposure. When high-

value customers are also high-SKV contribu-

tors, they not only present an opportunity for

deep-dive knowledge harvesting but are also

important for collaborative product develop-

ment and social brand management.

4. Harvest and unify

Contact centers need to make sure that social

knowledge goes through the same robust

quality control processes as internally-gener-

ated knowledge, so that it can be made part

of a common multichannel knowledge base.

Likewise, social customer interactions should

be added to other multichannel interactions

as part of a unified Customer Interaction Hub

(CIH), which consolidates interactions, knowl-

edge, business rules, analytics, and admin-

istration in one place for better customer

experience, service consistency, and process

efficiencies. With the hub approach, agents

or community managers don’t need to “fly

blind”—they can view customers’ traditional

and social interactions with the business for

rapid, context-aware resolution.

5. Account for industry-specific and legal factors

Social monitoring tools, social knowledge,

and robust customer service compliance

workflows can help businesses in sectors

such as pharmaceuticals and personal care

products to track adverse incident reports and

act on them rapidly in compliance with regu-

lations. Also, all businesses should make sure

they are not violating copyright laws while

harvesting content from social websites.

When this step-by-step approach is imple-

mented, social knowledge is bound to add sig-

nificant value to any enterprise in the form of

improved customer loyalty, enhanced brand

equity, lower cost of knowledge creation, and

reduced costs. g

For more information about eGain, visit www.egain.com

C

Harvesting Social Knowledge for Customer ServiceFive steps to Social Knowledge Success!

B2B

B2C

HIGH COMPLEXITY(DIAGNOSTIC & ADVICE QUERIES)

LOW COMPLEXITY(INFORMATIONAL & TRANSACTIONAL QUERIES)

Low

Low

High

Moderate

Figure 1: eGain Social Knowledge Opportunity MatrixTM

Deep Dive,Gold Service

Deep Dive,Platinum Service

LOW

HIGH

LOWLIFETIME FINANCIAL VALUE

HIGH

Omit,Self Service

Scoop,Platinum Service

SOCI

AL K

NOW

LEDG

E VA

LUE

Figure 2: eGain Social Knowledge Harvesting & Customer Service FrameworkTM

About eGain

eGain is the leading provider of multichannel customer service and knowledge management software for on-site or on-demand deployment.

BRANDED EDITORIAL 7


ith all the marketing chatter about So-

cial CRM, it can be hard to separate the

hype from reality. Instead, take your cues from

these leading companies, which are applying

Social CRM right now to drive real business

results. It’s no coincidence they all use Jive

Social Business Software, the most compel-

ling and comprehensive solution available for

both engaging customers authentically and

enabling unparalleled transparency.

Bank of America

Bank of America’s Small Business Online

Community builds customer relationships by

helping their customers be more successful,

and they provide a number of online tools to

help their customers:

g Their rich online community gives BofA’s small business clients a new way to pro-mote their businesses as well as learn from their peers and BofA experts.

g Online forums encourage users to post questions for an expert response.

g “Craigslist” posting capabilities allow members to exchange services and offer discounts to other members.

g A “yellow pages” directory of community members enables them to contact each other directly.

g Bank of America has essentially become a hub for connections, conversations, and commerce for small businesses with this community.

And, of course, members are encouraged to

submit content—such as business success sto-

ries. In short, BofA’s online community for small

business owners is a win/win for everyone.

Premier Farnell

Premier Farnell is a billion-dollar global dis-

tributor of electronic components. Powered

by Jive SBS, Premier Farnell’s community,

element14, bridges the information divide

while seamlessly connecting the community

experience to their ecommerce strategy. ele-

ment14 captures the attention of design engi-

neers early in the design cycle and offers:

g An unmatched resource pool of unbiased content.

g A way to reduce the time they spend on research.

g Access to recommendations from peers as well as insight from industry experts.

g A simple interface that dynamically gener-ates products from their product catalog that relates to the content being viewed by the member.

As a combined online technology resource

and Social Business Software platform, ele-

ment14 is a brilliantly straightforward strat-

egy to increase engagement with their target

audience while simultaneously increasing

website conversion rates and sales.

Charles Schwab

The Charles Schwab Corporation (Nasdaq:

SCHW) is a leading provider of financial

services, with more than 300 offices and 7.6

million client brokerage accounts, 1.5 mil-

lion corporate retirement plan participants,

687,000 banking accounts, and $1.3 trillion in

client assets.

Charles Schwab leverages Jive for its active

trading community to deepen client relation-

ships, increase customer wealth and engender

loyalty among active investors. The commu-

nity is an invitation-only community for cus-

tomer traders with a minimum trade activity

level of 36 trades a year on a portfolio of more

than $25,000 in assets. This minimum was in-

tentionally set low to encourage participation.

The company’s community objectives were

straightforward:

g Create a sense of community among ac-tive Schwab investors.

g Deepen relations and engender loyalty.

g Gain client insights to improve Schwab offerings.

g Raise awareness/use of these products.

In a short period of time, not only did Charles

Schwab register 10,000 users, they also found

that trading community members are not only

significantly more active traders but also more

profitable — community members make 80%

more trades annually than non-members.

National Instruments

National Instruments transforms the way

engineers and scientists around the world

design, prototype, and deploy systems with

graphical programming software and modu-

lar hardware with their popular product called

LabVIEW.

Social CRM to National Instruments means

leveraging Jive to accomplish 3 fundamental

goals:

1. Monitor and measure the conversations going on in Twitter, Facebook, and across the social web.

2. Share those insights and collaborate around potential response and future strat-egies within an employee community.

3. Engage back in the social web, not only en-listing product evangelists and addressing questions in real-time, but also driving as many conversations as possible to occur on their company-owned public commu-nity where the broader NI team is highly engaged.

Powered by Jive SBS, National Instruments

has been recognized by top-tier analysts as

a leader in bringing social to every aspect of

their business. g

About Jive

The brands that drive the global economy including Intel, NIKE Inc., SAP, T-Mobile and Yum! Brands use Jive Software.

For more information about Jive, visit www.jivesoftware.com

W

Real-Life Examples of Social CRM Jive Software customers put Social CRM into practice for real business results.

BRANDED EDITORIAL 8


he era of 1-to-1 marketing is over. It may

seem odd to say this in 1to1, but it’s true.

And you can profit by it.

In the heyday of Internet 1-to-1 marketing,

enterprises built vast databases detailing their

customers’ demographic information and

purchase histories, with the goal of present-

ing them precisely tailored web offers and

personalized service at the contact center. En-

terprises had much more information about

customers than those customers had about

the products they were buying.

With the advent of the social web, the

balance has tipped. Most Internet users are

members of multiple online communities and

social networks, and at any given time they

can participate in any of thousands of conver-

sations about products or services that busi-

nesses are selling to them.

Savvy enterprises have already learned how

to harness the power of social customers. For

example:

g FICO has increased sales by 66 percent to

their customers who participate in a com-

munity devoted to personal finance. Without

any prompting, their customers help them

promote FICO to their peers.

g Sage Software has increased beta program

participation by 300%, implemented hundreds

of customers’ suggestions, and raised their

Net Promoter Score by an astounding 20% by

inviting customers to innovate with them.

g Linksys by Cisco saves $10 million in support

costs each year by creating an environment

where customers can support their peers.

These successes are examples of Social CRM.

Social CRM is the enterprise’s response to the

customers’ ownership of the conversation. It

is a business strategy buttressed by technolo-

gies that enable engagement, participation,

and collaboration among members of an or-

ganization’s customer network.

Instead of 1-to-1, it’s time to think many-

to-many.

How Does It Work?

While there are many details to an effective

Social CRM strategy, leading practitioners

almost always do three things well:

g Listen to the conversations that customers

are having, in whatever channel they occur,

and extract meaning from them. If you’re just

listening to conversations that customers

are having with you at the call center or via

e-mail, you are missing trends that will im-

pact your business.

g Connect customers to one another, creating

a customer network. In particular, if you don’t

know who your most influential customers

are, you’re missing a huge opportunity for

authentic, low-cost promotion, support, and

innovation.

g Empower customers to do great things, and

give them a platform to share those great

things with everyone they know. When given

the opportunity and the tools, your custom-

ers will constantly surprise you with how in-

novative, helpful, and — yes —understanding

they can be.

Implement strategies in these areas and ana-

lyze the results to refine those strategies, and

you can unlock millions of dollars of value by

turning customers into your secret weapon.

How Can I Learn More?

The best way to learn more is to listen to

the conversations, connect with others, and

empower yourself with facts.

Some good resources are:

g http://lithosphere.lithium.com - Lithium’s

online community, where practitioners from

leading companies like Lenovo, T-Mobile, and

Best Buy are active every day.

g #scrm on Twitter - search for #scrm on Twit-

ter to find a wealth of information and a group

of experts eager to share what they know. g

About Lithium Technologies

Lithium is the leading provider of Social CRM solutions for the enterprise. Work-

ing with market leaders such as Best Buy, Sony, AT&T, Research In Motion Limited

(RIM), Univision, and PayPal, Lithium is delivering the next generation of customer

relationship management by unlocking the value of the social customer network.

For more information about Lithium, visit www.lithium.com

T

The Business Case for Social CRMHow to Profit from Connected Customers

“Listen to your customers, connect them into a customer network, and empower them to do great things. Analyze. Repeat.”

Michael [email protected]

Dara [email protected]

For information on upcoming installments of the 1to1 In Action White Paper Series, contact:

BRANDED EDITORIAL

BRANDED EDITORIAL 9

eGain Communications Corporation345 E. Middlefield Road, Mountain View, CA 94043US: (800) 821-4358EMEA: +44-(0)[email protected]

Acxiom Corporation1.888.3ACXIOMwww.acxiom.com

Jive Software877-495-3700www.jivesoftware.comJoin the conversation:jivesoftware.com/jivespace

Lithium Technologies, Inc.6121 Hollis St., Ste. 4Emeryville, CA 94608(510) 653-6800www.lithium.com

Attensity Corporation2465 E. Bayshore Road, Ste 300Palo Alto, CA 94303(650) [email protected] us: http://twitter.com/attensity

measuring the returns from social media

Documents