Webinar: So What - Evolving from Social Data to Social Intelligence
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"The speed of social" is a phrase we often hear when talking about how organizations use social media to engage and respond to customers. But there’s a dual meaning there: How social data itself has evolved—giving rise to the age of social analytics and social business intelligence. In this one-hour webinar, Brandwatch VP of Client Services Adam Bambrough and guest Susan Etlinger of Altimeter Group will discuss: - How (and why) social data has evolved in recent years - Why it’s so critical to scale social data across the enterprise - The benefits and use cases of a social media command center
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Webinar: So What - Evolving from Social Data to Social Intelligence
- 1. 1 #brandwatchtips © 2014 Brandwatch.com Webinar/ So What: Evolving from Social Data to Social Intelligence VP, Client Services, North America adamb@brandwatch.com | @SpecialAd Adam Bambrough Industry Analyst, Altimeter Group susan@altimetergroup.com | @setlinger Susan Etlinger
- 2. 2 #brandwatchtips © 2014 Brandwatch.com Coming Up • Trends & Best Practices • Organizing for Social, and the Role/s of a Social Command Center • Speakers Q&A • Audience Q&A
- 3. 3 #brandwatchtips © 2014 Brandwatch.com3 Don’t be shy/ We’d love your participation • Ask questions in the session chat • Tweet about our discussion @brandwatch #brandwatchtips A download and recording of the webinar will be made available after the event @SpecialAd @SEtlinger
- 4. 4 #brandwatchtips © 2014 Brandwatch.com About Brandwatch 1000+ Brands in 15 Markets Innovate with pace 20 releases in last 24 months Over 30% of Fortune 100 Supporting Clients in 27 Languages Twitter Certified Partner220+ Employees Including 80+ Product Developers Rapidly Growing Client Base 137% YoY International Presence New York | San Francisco | Brighton Berlin | Stuttgart
- 5. 5 Three Stages of Social Business Evolution
- 6. 6 Social data is everywhere
- 7. 7 Source: Altimeter Group It has a large and diffuse ecosystem 7 Publishers (Social Networks, Community, Enterprise Collaboration) Social Data Platforms Social Applications Listening/Monitorin g Engagement SMMS) Publishing Analytics Enterprise Applications CRM BI Market Research Email Marketing Fraud Detection/Risk Mgt Supply Chain
- 8. 8 Use Cases for Social Media Command Centers
- 9. 9 Case Study: MasterCard “Conversation Suite” Strategy • Focus on conversation monitoring, informing content strategy • Use Cases: customer care, marketing, risk management, HR/recruiting, others Structure • 43 markets, 26 languages, insights from traditional & social media • 24/7 monitoring powered by PRIME Research • Reports to Worldwide Communications
- 10. 10 Case Study: MasterCard “Conversation Suite” Benefits • Education and organizational alignment • Technology cost savings • Improved content performance • Decision making fueled by data What’s Next • Connect social data with business data • Expand access to conversation suite data
- 11. Case Study: Wells Fargo Strategy • Early alert system for emerging issues • Routing and triage to stakeholders • Data analysis: trend data on a range of topics Structure • 60 active users (dashboards and data) • Runs on Brandwatch • Completion of physical build-out anticipated by mid-2014
- 12. 12 Case Study: Wells Fargo Benefits • Insight for senior leaders • Speed to market of products and services • Improved customer service What’s Next • Train team members to become brand advocates in compliance with regulatory requirements • Continue building a real-time, relevant data source that enables employees to anticipate & address issues
- 13. 13 “Build your command center like a business.” Renee Brown Senior Vice President & Director of Social Media Wells Fargo
- 14. 14 Aspire to a (more) holistic strategy 14
- 15. 15 Recommendations ∙ Focus: Have clarity of purpose, set expectations, guard against scope creep ∙ Sponsorship: Establish sponsorship and stakeholders ∙ Access: Provide broad access of command center data ∙ Priorities: Prioritize insights; focus on data that can inform strategy ∙ Think Visual: Don’t underestimate the power of visuals ∙ Be agile: Think big, and move fast
- 17. 17 #brandwatchtips © 2014 Brandwatch.com© 2014 Brandwatch.com Organizing For Social
- 18. 18 #brandwatchtips © 2014 Brandwatch.com © 2014 Brandwatch.com Organizing for social across the enterprise for Source: Susan Etlinger, Altimeter Group – Shiny Object or Digital Intelligence Hub? Evolution of the Enterprise Social Media Command Center
- 19. 19 #brandwatchtips © 2014 Brandwatch.com Social across the enterprise Product Development Operations & Distribution Sales & Marketing Business Support Customer Service • Customer insights • Pre-Review insights • Demand forecasting • Supply chain Insights • Social selling • Campaign measurement • Landscape analysis • Reputation management • PR Messaging Validation • Social customer care (engage) • Customer care insights • Recruitment • Employee issues
- 20. 20 #brandwatchtips © 2014 Brandwatch.com Organizing for Social / CPG Voice of the Customer Social Media Team Crisis Team Research Team CORPORATE Brand teams
- 21. 21 #brandwatchtips © 2014 Brandwatch.com Organizing for Social / CPG Voice of the Customer Social Media Team Crisis Team Research Team CORPORATE PR Unit
- 22. 22 #brandwatchtips © 2014 Brandwatch.com Financial Institution Social Data Central Team Card Services Web & Mobile Apps Technical Group PR Retirement Education Financial Services Customer Care Mortages Auto Loans
- 23. 23 #brandwatchtips © 2014 Brandwatch.com Financial Institution Web & Mobile Apps • UX issues • Competitive analysis Social Data Central Team Card Services Web & Mobile Apps Technical Group PR Retirement Education Financial Services Customer Care Mortages Auto Loans
- 24. 24 #brandwatchtips © 2014 Brandwatch.com Financial Institution Technical Group • ATM Downtime Social Data Central Team Card Services Web & Mobile Apps Technical Group PR Retirement Education Financial Services Customer Care Mortages Auto Loans
- 25. 25 #brandwatchtips © 2014 Brandwatch.com Financial Institution PR • Immediate reactions to release • Steer & inform Messaging • Assess velocity Social Data Central Team Card Services Web & Mobile Apps Technical Group PR Retirement Education Financial Services Customer Care Mortages Auto Loans
- 26. 26 #brandwatchtips © 2014 Brandwatch.com Financial Institution Customer Care • Route & Triage • Listen & Engage • Analyze Topics • QA ‘Tone’ • Measure Happiness Social Data Central Team Card Services Web & Mobile Apps Technical Group PR Retirement Education Financial Services Customer Care Mortages Auto Loans
- 27. 27 #brandwatchtips © 2014 Brandwatch.com© 2014 Brandwatch.com The Social Operating System
- 28. 28 #brandwatchtips © 2014 Brandwatch.com Command center / Social Operating System
- 29. 29 #brandwatchtips © 2014 Brandwatch.com Command center / Social Operating System
- 30. 30 #brandwatchtips © 2014 Brandwatch.com Command center / Social Operating System
- 31. 31 #brandwatchtips © 2014 Brandwatch.com Command center / Social Operating System
- 32. 32 #brandwatchtips © 2014 Brandwatch.com© 2014 Brandwatch.com Social Intelligence and the Command Center
- 34. 34 #brandwatchtips © 2014 Brandwatch.com Customer needs & Market Dynamics
- 35. 35 #brandwatchtips © 2014 Brandwatch.com Organizing for Social / Financial Institution Social Data Education Financial Services Auto Loans Card Services Mortgages Retirement PR Technical Group Web & Mobile Apps Customer Care Analysis & Trend Listen & Engage Route & Triage COMMAND CENTER
- 36. 36 #brandwatchtips © 2014 Brandwatch.com Organizing for Social / Financial Institution Social Data Education Financial Services Auto Loans Card Services Mortgages Retirement PR Technical Group Web & Mobile Apps Customer Care Analysis & Trend Listen & Engage Route & Triage COMMAND CENTER
- 37. 37 #brandwatchtips © 2014 Brandwatch.com Organizing for Social / Financial Institution Social Data Education Financial Services Auto Loans Card Services Mortgages Retirement PR Technical Group Web & Mobile Apps Customer Care Analysis & Trend Listen & Engage Route & Triage COMMAND CENTER
- 38. 38 #brandwatchtips © 2014 Brandwatch.com Command Center - Benefits • Collaboration • Visibility • Availability - Real-time marketing / content creation & informed reaction • Physical, as well as data driven ‘hub’ • Statement – Customer first (A Shiny object and meaningful)
- 39. 39 #brandwatchtips © 2014 Brandwatch.com Recommendations Focus: Have clarity of purpose, set expectations, guard against scope creep Sponsorship: Establish sponsorship and stakeholders Access: Provide broad access of command center data Priorities: Prioritize insights; focus on data that can inform strategy Think Visual: Don’t underestimate the power of visuals Be agile: Think big, and move fast
- 40. 40 #brandwatchtips © 2014 Brandwatch.com© 2014 Brandwatch.com Q & A
- 41. 41 #brandwatchtips © 2014 Brandwatch.com Find more content here: brandwatch.com/blog contact@brandwatch.com facebook.com/brandwatch @brandwatch plus.google.com/+brandwatch1
Notes de l'éditeur
- Even with such a small sample, we found clear evidence of expansion beyond managing one-to-one interactions to insight and action and triage within multiple groups within the business. This is consistent with Altimeter Group’s finding in a recent survey that at least 13 groups within enterprise-class companies are actively engaged in social media.8 This suggests that the command center, as it is implemented among some businesses, can become more deeply integrated into the fabric of the organization. But there was also a fair amount of variation among eBay, Wells Fargo, and MasterCard with regard to the priorities of these use cases. There was a clear message that the best practice is to optimize for just a few of them.
- For example, MasterCard recently detected a cluster of issues related to the complexity of one of its mobile payments products for some small businesses and was able to route that information to the product team, which used the feedback to simplify the process.
- For example, the Worldwide Communications team is currently working with customer support to roll out a social support program, a considerable challenge for the company given the complexity of the credit card business.
- For example, MasterCard recently detected a cluster of issues related to the complexity of one of its mobile payments products for some small businesses and was able to route that information to the product team, which used the feedback to simplify the process.
- For example, the Worldwide Communications team is currently working with customer support to roll out a social support program, a considerable challenge for the company given the complexity of the credit card business.
- Have clarity of purpose. It’s critical to have a clear remit for a social command center, to set expectations, and guard against scope creep. Says John Bodine of eBay, “Understand your KPIs and present them clearly so anyone at a glance can understand them.” In some cases, KPIs may focus on service issues; others may focus on trying to generate awareness or consideration. Others still look for insights that inform business strategy. All should be clear, measurable, and, most importantly, actionable. • Establish sponsorship and stakeholders. Says Renee Brown, Wells Fargo Bank, “We have set up a best practice of establishing a steering committee with high-level executives who have power to make real decisions. This group meets regularly; that is very important.” She continues, “A successful command center needs to include a diverse group of people across departments with the right mix of background, skills, and point of view.” Provide broad access. Brown also argues that it’s critical to provide broad access of command center data to employees. “I would not recommend limiting the number of seats, because it’s valuable to so many different people for different reasons,” she says. • Prioritize insights. Make analytics core to digital initiatives so that insights derived from social and other digital data can contribute to shaping future campaigns and business strategy. • Don’t underestimate the power of visuals. More tactical but no less important is the role of visuals in any content strategy, particularly for global organizations. Marcy Cohen reports that (1) putting visuals front and center; (2) making content shortand “snackable”; and (3) driving back to core content consistently improves performance. • Think big and move fast. For any type of command center to be successful, it must provide value across the enterprise. “Treat it as an enterprise effort,” advises Marcy Cohen of MasterCard, “not a business silo.” John Bodine additionally believes that it’s important to move fast, since social data is so volatile. “You can’t iterate fast enough,” he says.
- As consumers and devices become increasingly interconnected, the command center will likely evolve to ingest and analyze many disparate types of data, from sensor data originating in electronic products, to enterprise data, to other real-time data types, such as images and video. Organizations that plan ahead for this eventuality and include this expectation in their roadmaps will be far ahead of the game as other data types — some anticipated and some not — become strategic.
- Vendor perspective – diversity in need sets & wants from analytics & command center
- Credit Susan Move from external focus through some internal elements some social acknowledgement & internal elements – display & knowledge centers 3 – fully integrated (Business intelligence) – seeing loop backs to
- For context - some examples of use cases Product Development * 75% of US CPG product launches fail - only 3% go on to become blockbusters CPGs spend 1 - 2% of revenues on consumer insights, costs can be reduced through social * Review data: not only do reviews help drive transactions, product reviews help drive immediate product feedback
- Dandelion – social at a massive scaleown view… Distributed – Brand teams a challenge for CPG’s is that they’re separated from consumers by their retail distribution channel * this CPG puts the voice of the customer on the desk of large volumes of staff, reducing the distance between brand managers and consumers. they deliver a co-ordinated real-time view of the earned media (campaigns, issues, topics) they not only listen to their own conversations but look to understand their customers as well (the retailers) by using a cross-functional team structure they enable a consistent, global view of the VOC by closely collaborating with Research and Crisis Management from initial data sets they have seem corollaries between social data and sales data social data can help reduce Bns spent on consumer insights, product development and launches Exec Visibility
- Execution – cohesive messaging – one ‘truth’ Real-time
- PR – reactions to press release. Messaging
- UX Issues – site frustrations, emotive – add on site data Competitive – I love that competitor X app does Y
- ATM
- PR – reactions to press release. Messaging
- Feedback topics to multiple teams, ilke product
- One source of truth Triage & route > Deep dive >
- Feed back to measure impact Triage & workflow
- Centralized: Enterprise wide 1 true source – insight from recent client meeting. Business units served by a central hub How & who Visualization - Routing & triage – which content goes to which business units.
- Listen & engage – CS issues, product or service - ATMs
- High level trends – inform across enterprise
- C-suite – Stakeholder. Strategy – this WILL change with business units, product lines, Rei