seminarium peru speech by charlene li

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15 November 2012

Charlene Li@charleneli

Creating A Successful Social Business Marketing Strategy

© 2012 Altimeter Group

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© 2012 Altimeter Group© 2011 Altimeter Group

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Social Business isABOUT RELATIONSHIPS



STRATEGY

INTEGRATION

FUTURE



Elements of a Coherent Social Strategy7

Understanding Customers

Business Goal Alignment Long-term Vision Strategy Roadmap

Organization & Governance Risk Management Resources,

People and Skills


#1 Understand Customers: Map Relationships throughout the Dynamic Customer Journey


#2 Align Social with Key Strategic Goals9

Examine your 2012 & 2013 goals

Pick ones where social will have significant impact

Then double down


Common Business Goals10


A short, engaging, inspiring statement of what your ideal customer relationship will look like in the future

#3 Create A Strategic Social Business Vision11


Vision Statements12

Ford’s Social Strategy Vision: To humanize the company by connecting constituents with Ford employees and with each other when possible,

providing value in the process.


• Learn: What can be learned from customers and community

• Dialog: The nature of our interactions with customers

• Support: How to provide support via social channels

• Advocate: How to build advocacy among customers and community

• Innovate: Using customer and community to drive innovation

#4 Strategic framework to guide strategy13

Learn

Dialog

Support

Advocate

Innovate


Analyze initiatives to identify long-term gaps in readiness, as well as immediate opportunities

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Ove

rall

Pro

gra

m V

alu

e

Organization Capability (Readiness)

Low Value, Poor Capability Low Value, Highly Capable

High Value, Poor Capability High Value, Highly Capable

5.0

5.0

0.0

4.0

3.0

2.0

0.0 4.03.02.0

Gaps identified in organizational

readiness to plan long-term

Immediate opportunities

identified for short-term roadmap

execution

Track for changes in value over time

Track for changes in value and

organizational readiness over time


Prioritize Initiatives by Value Created and Capabilities in Place to Execute

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1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.000.00

1.00

2.00

3.00

4.00

5.00

Value of Initiatives vs. Capability to Execute

Organizational Capability (Readiness)

Ove

rall

In

itia

tive

Val

ue

Learn 1

Support 5

Dialog 6Support 7

Learn 4Dialog 5

Support 8

Support 6

Learn 3

Learn 2

Advocate 1

Innovate 2Support 2

Innovate 3 Support 4

Innovate 2

Advocate 2Innovate 1

Dialog 1Support 1

Support 3

Advocate 3

Advocate 4Dialog 2

Advocate 5

Dialog 3Dialog 4Advocate 6

LearnDialogSupportAdvocateInnovate


16Example: Social Business Initiatives, organized by Goals into a 3 Year Roadmap

Category InitiativeNow – 6 months

6-12 months

12-18 months

18-24 months

24-30 months

30-36 months

Create greater loyalty to drive salesAdvocate InitiativeSupport InitiativeAdvocate InitiativeAdvocate InitiativeAdvocate InitiativeIncrease share in SMB marketLearn Initiative

Dialog InitiativeDialog InitiativeAdvocate InitiativeCreate four new productsInnovate InitiativeInnovate InitiativeLearn Initiative

Reduce customer service costsLearn InitiativeDialog InitiativeSupport InitiativeSupport InitiativeSupport Initiative


#5 Governance and Organization17

© 2012 Altimeter Group 18

2012 2014 20152013

Decentralized Hub & Spoke Evolve to Multiple Hub & Spoke

Centralized

Sample 3 Year Organizational Evolution


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Need to define role of the Center of Excellence within the context of existing departments

CoE

Marketing

PR

Dot.com

SEOCRM

Operations

Executive


Launch &

Monitor

Develop Progra

m

Initiate &

ReviewEducate

CoE provides education on guidelines (R)

BU decides it needs program (R)

BU develops the program (R)

CoE reviews against guidelines (A)

BU launches the program (R)

CoE monitors & measures for

impact, suggests improvements (C) CoE provides

education if needed (C)

CoE checks if minimum

requirements are met (A)

CoE provides education if needed (C)

Legal informed about the program

(I)

Example: Governance for Programs20


#6 Risk Management21


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#7 People and Skills Require Training3

Social Strategists

Executives

EmployeesMarketing/PR Pros


Social media training is about developing judgment -- and the confidence to use it

What you should do

What you shouldn’t do

Judgment is needed in between


Technology Selection Comes LAST24


1. Planning

2. Presence

3. Engagement

4. Formalized

5. Strategic

6. Holistic

The Social Business Strategy Maturity Stages25


STRATEGY

INTEGRATION

FUTURE



Develop a Relationship throughout the Dynamic Customer Journey


The company paid influencers to share content

Across their networks

How Intel paid Influencers to ignite earned, and drive traffic back to owned

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121 Pieces of content created by

influencers

9,314 Average actions per

piece of content


1.1m Social interactions

24 Influencers commissioned

to create content


Intel’s iQ Social Publishing an industry first for integrated media curation

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The iQ experience, while still in beta, is comprised around social algorithms that curate content shared by Intel employees as well as owned and industry content. It is then filtered through a touch design based on the

insights generated through all data in aggregate.


Use analytics to accurately reflect the Dynamic Customer Journey

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Traditional Attribution Model

Dynamic Attribution Model


Intel among the first to reorganize… merging social media team with global media team

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“Why does this make sense? I found we were having similar conversations across teams. For the past several years, I have been encouraging every opportunity for them to work as one, sharing information and insights — driving cross media opportunities with our partners and thinking about a new world where the idea of “paid” or transactional media dissolves.”


Digital Paid, Owned, and Earned media38

MicrositesCorporate blog

Corporate websiteSponsored posts,

adsPPC ads

Display, banner ads

Pay per post blogging


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Paid Owned

Earned

Visualizing Paid, Owned, and Earned

Requires media buy Owned or controlled but does not require media buy

User-generated content surrounding brand


Investment in Earned and Owned increases in 2012 40

Source: Society of Digital Agencies (SoDA) via eMarketer, 2012


STRATEGY

INTEGRATION

FUTURE



My smartphone isn’t very smart42

Who do I talk with mostRespond to quicklyOr ignore completely

Prioritize my contacts based on behavior

Add travel time based on my locations


In the internet of things, data is the new currency

Ubiquitous sensorsReal-time algorithms

Ubiquitous experiences


Ubiquitous sensors collect data everywhere44

“We are not going to design anything

fragmented — it has to be integrated.”


‘Smart Pajamas’ is just one of many wearable sensor use cases


Detect and understand motions – and emotions46


Google’s Car is the future, but lower insurance rates exist today

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Data and Insight Will Be Everywhere And Autonomous

48


What do you really know about your customers?49

25-55 years old, married, kids, working, graduate degree, reads Real Simple & Wired


What would you do with a Watson in your pocket?

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“By the end of this decade, the equivalent of Watson will fit in our

pocket.” – Dr. John Kelly


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Charlene Li

[email protected]

charleneli.com/blog

Twitter: charleneli

For slides, send an email to

[email protected]

For more information & to buy the

books

visit charleneli.com


54

15 November 2012

Charlene Li@charleneli

Marketing in The Era of Social Technologies


Peru is in the top ten most engaged markets56

Source: ComScore Media Matrix, October 2011


INITIATIVES

ORGANIZATION

PREPARATION



Five Categories of Social Business Initiatives59

Learn

Dialog

Support

Advocate

Innovate



Learn

Dialog

Support

Advocate

Innovate


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Using social technologies to listen and learn and discover what customers and

prospects are already saying.

Definition of Learn


Track brand mentions with basic tools62

What would happen if every employee could

learn from customers?


Paid services provide monitoring63

From Salesforce Radian6

Other providers:

AttensityConverseonCrimson HexagonLithiumNetBaseNetworked InsightsNM InsiteTopsySimply Measured SysomosVisible TechnologiesAnd many others


Radian6 powers Dell’s Social Media Listening Command Center

Dell uses Salesforce Radian6 to power its

social media monitoring of over 25K

customer conversations on the

social web.

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Centralized hubs can be basic but effective65

Courtesy Nvidia

NVIDIA set up a Social Media Command Center with a few

monitors



Learn

Dialog

Support

Advocate

Innovate


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Using social technologies to initiate or respond to conversations

in social channels

Definition of Dialog


Engage in conversations68


Spain Tourism used multiple channels to encourage dialog and sharing

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Boeing launched this blog as “an experiment” in 2005.

Randy Tinseth, VP of Marketing, posts about the

company and its planes in a conversational and personal manner.

Have continuous, not episodic, dialog


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Challenge: Create an authentic, local neighborhood experience when you have over 2000 locations


Source: Expion, Disclosure: An Altimeter client

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Applebee’s supports 7000 employees in 1K locations to monitor and respond in social media

GOVERNANCE

SHARING

REAL TIME

EFFICIENCY


Implementation from corporate to local: How Farmers can transmit knowledge to the local level

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Applebees social strategist trained in-person on tool, developed

strategy with insights

Strategist trains entire field marketing team (responsible for company and franchise markets)

Corporate holds 90 min training sessions in regional meetings for

all local restaurant managers

Corporate

Regional

Local


What it looks like: National brand engaging locally74



Learn

Dialog

Support

Advocate

Innovate


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Assisting your customers directly, or by facilitating peer-to-peer support, via social

technologies

Definition of Support


Vodafone Italy and Spain take separate, effective approaches to online support

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Metro Madrid gives real time route updates, is responsive to customer feedback

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GiffGaff mobile customers rewarded for support activities through payback system

GiffGaff, a small UK-based mobile virtual network operator with only 14

employees, has no call center. Instead, the community receives pre-pay credits and badges for contributions. The community

answers 50% of customer questions. The average response

time is 3 minutes.


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SolarWinds’ customers self-support in its Thwack community

Thwack was designed as a strategic asset from the start



Learn

Dialog

Support

Advocate

Innovate


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Recruiting an “unpaid army” of highly engaged fans to promote your brand

through social technologies

Definition of Advocate


5-Phase Approach:Formalizing an Advocacy Program

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Phase 1: Get Ready Internally

Phase 2: Identify

Advocates

Phase 3: Build

Relationships

Phase 4: Amplify Voices

Phase 5: Foster Growth


Get Ready Internally: This is a long-term program84

Microsoft’s 4,000 strong MVP program sees them as long-

term business partners.


#socialadvocateYear 1 Year 2 Year 3

0

50

100

150

200

25

75

200

Sample: Program SizeRatio of Dedicated Staff to # of Advocates

# of

Adv

ocat

es

.75 StaffRatio: 1:33

1.5 StaffRatio: 1:50

2 StaffRatio: 1:100

Scale in efficacy as program matures, due

to specialized and more efficient staff; optimized processes; as well as the types of programs

which are initiated.

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#socialadvocate

1. Term length: 1 year

2. Post blog badge

3. Participate in private advocate community – X times per month TBD

4. Post original blog content – X times per quarter TBD

5. Participate in existing communities, e.g. answering support questions – X times per quarter TBD

6. Provide customer experience feedback and advocacy program feedback – X times per quarter TBD, or on as needed basis

Sample: Advocate Contributions86


#socialadvocate

Sample: Advocate Benefits

Recognition

Featured in campaigns

Content aggregation on website

Blog badge

Access

1 consumer events per

year

1 pre-briefing per

year

National events case

by case

Community

Private community

Dedicated community manager

Schwag

Monthly gift basket

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Yelp’s Elite program uses a public blog to showcase get-togethers and recruit

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Learn

Dialog

Support

Advocate

Innovate


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Using social technologies to source and collect customer feedback on current or

future products and services

Definition of Innovate


Reviews provide rich data on how to improve

91


Danish bank ask for help to improve mobile banking on Facebook

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Starbucks involves 50 people around the organization in innovation

Tens of thousands of customers have submitted, commented, and voted on ideas at My Starbucks Idea.

As of March 2012, more than 200 have been

implemented.

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STRATEGY

ORGANIZATION

PREPARATION



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Meeting the needs of Dynamic Customers requires Adaptive Organizations

Rigid Organizations Adaptive Organizations


Marketing

Sales

Service

Executives

Product

Marketing extends to all parts of the organization96


Culture and Leadership are the lynchpins of social media success

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Authenticity Transparency


Build Trust Before A Crisis Hits98


FedEx’s Response: Sincere but didn’t resonate

99


Have the Courage To Take the Leap Into Relationships


Develop the ability to give up the need to be in

control



Open Leadership102

Having the confidence and humility to give up the need to be in control,while inspiring commitment from people to accomplish goals



Leaderships means having followers103

“Leadership is a relationship between those who aspire to lead and those who choose to follow.”

- From “The Leadership Challenge”


Redefine what it means to be a leader



“You can imagine the Chatterati creating as much value as an SVP in the organization by sharing their institutional knowledge and expertise - and we should look at compensation structures with that in mind.”

- Marc Benioff, CEO of Salesforce.com



STRATEGY

ORGANIZATION

PREPARATION



#1 Prepare your Organization for Social Business107


Assess Your Readiness and Capabilities108


#2 Ask the Right Questions about Value

“We tend to overvalue the things we

can measure, and undervalue the

things we cannot.”

- John Hayes, CMO of American

Express


109


#3 Create a Culture of Sharing110


#4 Discipline and process are crucial111

Source: “H&R Block’s Response Process” David Armano, Edelman 2010


No relationships are perfect

Google’s mantra: “Fail fast, fail

smart”

#5 Master the Art of Failure


112


Create

Sandbox

Covenants


113


Charlene Li

[email protected]

charleneli.com/blog

Twitter: charleneli

For slides, send an email to

[email protected]

For more information & to buy the

books

visit charleneli.com



#2 Ask the Right Questions about Value

“We tend to overvalue the things we

can measure, and undervalue the

things we cannot.”

- John Hayes, CMO of American

Express


116

seminarium peru speech by charlene li

Documents

altimeter group2011

altimeter group2010

altimeter group18

support support

support dialog

customers support

social business initiatives

social channels