Presentation to the University of Sydney on the value and success factors of Social Media strategy design and implementation

1. Social Media
strategy

2. Hi!
A bit about me
 Jean-Baptiste Vincent
 French / Australian
 12+ year of experience in the industry
and in consulting
 Co-founder of the digital practice at
Capgemini and Mobility Lead
Jean-baptiste.vincent@capgemini.com
Twitter: jb_vincent
About Capgemini

3. 10 years ago… 2004

4. 2014

5. What is the value
of Social Media?
(for your customers, your employees and your business)

6. From
Social Media
Social Media
Marketing
Social Media
Monitoring &
Analytics
Communities
&
Forums
To
Social CRM
Social
Support
Social
Commerce
Co-creation &
fansourcing
• Corporate and
products comms
• Campaigns & events
• Blogs
• Monitoring
• Unstructured
analytics
• Dashboards
• Discussion boards
• Forum
• Kudos &
contributor ratings
• Workflow & response
to customer
challenges
• Peer-to-peer
customer service
• Product reviews &
ratings
• Crowd sourced
recommendations
• Social shopping
• Content creation
and sharing e.g.
Videos, photos
• Polls & voting
• Codesign
• Fansourcing
Brand awareness
Customer insights /
segmentation
Engagement
Reduced cost to serve
Brand advocacy
Brand advocacy
Reduced cost to serve
Increased cross-sell
Increased up-sell
Reduced cost to sell
Reduced product
development cost
Brand advocacy
Level of Control
Level of Integration
(and benefits)

7. What are the benefits?
(for your customers, your employees and your business)

8. Understanding digital starts with determining “what”
an organisation is doing with digital and social
Digital Maturity & The Digital Advantage
WHAT
(digital
investments &
assets)
Investment in
technology
enabled
initiatives to
change how an
organisation
operates
CUSTOMER &
OPERATIONS
DIGITAL INTENSITY
the company is
doing
Sources: Digital Transformation : A Road-Map for Billion Dollar Organizations;
joint MIT - Capgemini publication; Capgemini – MIT, Creating a Digital
Transformation Vision, 2013; Capgemini – MIT, The Digital Advantage, 2012.

9. The second perspective is understanding “how” the
organisation is approaching digital and social
Digital Maturity & The Digital Advantage
WHAT
the company is
doing
Investment in
technology
enabled
initiatives to
change how an
organisation
operates
CUSTOMER &
OPERATIONS
HOW
DIGITAL INTENSITY
(digital
investments &
assets)
the company is
doing it
(vision, governance
& roadmap)
Creating the
capabilities
necessary to drive
digital
transformation)
TRANSFORMATION MANAGEMENT INTENSITY
Sources: Digital Transformation : A Road-Map for Billion Dollar Organizations;
joint MIT - Capgemini publication; Capgemini – MIT, Creating a Digital
Transformation Vision, 2013; Capgemini – MIT, The Digital Advantage, 2012.
Copyright © 2014 Capgemini
Consulting. All rights reserved.

10. The „Digirati‟ manage both dimensions of digital
Digital Maturity & The Digital Advantage
WHAT
FASHIONISTAS
the company is
doing
Investment in
technology
enabled
initiatives to
change how an
organisation
operates
CUSTOMER &
OPERATIONS
Digital
DIGITAL INTENSITY
(digital
investments &
assets)
Digital
Digital
Digital
Digital
BEGINNERS
This is not for us!
DIGIRATI
Strong vision, invest
in and manage
digital quickly and
effectively
CONSERVATIVES
Analogue focus
HOW
the company is
doing it
(vision, governance
& roadmap)
Creating the
capabilities
necessary to drive
digital
transformation)
TRANSFORMATION MANAGEMENT INTENSITY
Sources: Digital Transformation : A Road-Map for Billion Dollar Organizations;
joint MIT - Capgemini publication; Capgemini – MIT, Creating a Digital
Transformation Vision, 2013; Capgemini – MIT, The Digital Advantage, 2012.
Copyright © 2014 Capgemini
Consulting. All rights reserved.

11. The „Digirati‟ get the best financial results
Digital Maturity & The Digital Advantage
Revenue
Creation
FASHIONISTAS
Digital
Revenue
Creation
-11%
-4%
-24%
Digital
DIGITAL INTENSITY
Profitability
Revenue
Creation
+6%
Digital
Digital
Digital
BEGINNERS
DIGIRATI
Strong vision, invest
in and manage
digital quickly and
effectively
+26%
Profitability
CONSERVATIVES
Revenue
Creation
This is not for us!
+9%
-10%
Analogue focus
Profitability
Profitability
+9%
TRANSFORMATION MANAGEMENT INTENSITY
Sources: Digital Transformation : A Road-Map for Billion Dollar Organizations;
joint MIT - Capgemini publication; Capgemini – MIT, Creating a Digital
Transformation Vision, 2013; Capgemini – MIT, The Digital Advantage, 2012.
Copyright © 2014 Capgemini
Consulting. All rights reserved.

12. Our client case study
How Capgemini helped a traditional organisation in its
journey to become a digital and social enterprise)

14. Challenge #1
Where to start?
Lessons learnt
Identify clear social objectives
Get Leadership support
Measure success

16. Challenge #2
Who is your audience?
Lessons learnt
Identify and understand your audience
Define cross-channel journey
Genuinely give before taking
Empower your customers

17. Burberry Body exclusive launch on Facebook
17

18. The Art of the Trench
16MIL FANS ON FACEBOOK. LIVE-STREAMED A/W13 on TWITTER. LEADING BRAND ON INSTAGRAM.
ALL SUPPORTED BY NEW CAPABILITIES IN DIGITAL ASSET MANAGEMENT.

19. Challenge #3
Avoid the Island effect
CUSTOMER-FACING PROCESSES
OPERATIONAL –FACING PROCESSES
Social Media
Mobile Channel
Customer
Experience
Analytics
Online
Stores
Process
Digitization
Internal
Collaboration
Data Integration
Technology
Lessons learnt
Integrate social with other digital and non-digital channels
Integrate business processes and policies
Integrate company silos

20. Runway to reality
CLOTHES SEEN ON THE RUNWAY ARE IMMEDIATELY AVAILABLE FOR PURCHASE VIA IPAD APP AND
WEBSITE. CAN ALSO SHOP MARKETING VIDEOS. PERSONALISED ENGRAVING CAN BE ADDED.

21. Blurring digital and physical in store
BRAND CONTENT CONTINUOUSLY PROJECTED ON OVER 100 SCREENS THROUGHOUT THE STORE,
INCLUDING PRODUCT-SPECIFIC CONTENT TRIGGERED BY RFID-ENABLED MERCHANDISE ON MIRRORS
THAT TURN INSTANTLY TO SCREENS. IN-STORE AUDIENCES CAN WATCH KEY BRAND MOMENTS LIVE
FROM OTHER LOCATIONS. RETAIL THEATRE AVAILABLE IN NEARLY 100 STORES.

22. Challenge #4
People and culture
Lessons learnt
Become a Social Enterprise
Empower employees
Break internal silos
Business and IT collaboration

23. The Social Enterprise: Burberry Chat

24. Challenge #5
Managing technology complexity
Lessons learnt
Think Big, Start Small
Integrate data
Become agile

25. Since starting their digital journey they‟ve realised
significant benefits
Burberry Results, 2009 - 2013

26. Thanks!
Any questions?