Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang
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Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang

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My presentation at Dreamforce on the marketing track

My presentation at Dreamforce on the marketing track

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  • Full Name Full Name Comment goes here.
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  • very well done presentation.. greatly appreciate the info and insights
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  • your ppt are awesome
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  • Love it! great one Jeremiah! scale 1 on 1 relationships is our passion! and really loved your vision :)
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  • We found that only less than 2% of companies at the time of this survey were able to reach holistic as it's a cultural requirement. We don't expect many companies to achieve this and do not recommend companies to do this, unless their culture from the executive team as a start, is ready.
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  • Great deck. How exactly does Hollistic work as an organizing principle? You mention Intel. How is it not organic but organized? Could you give an example, please?
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  • Call out strategists.
  • With limited resources, companies can’t scale 1:1 dialogEfforts are uncoordinated and fragmented –but you will have to clean upDemands will compound, regardless of existing resources
  • Talk about what we learned first hand about these models
  • Maybe mention tony Hseigh
  • CHRISTINE make this percentages only –not the text below.
  • Do a build.Show the left hand side first, th
  • Too much text, remove side
  • http://www.mstechpages.com/2011/01/12/microsoft-official-social-network-accounts/
  • http://www.mstechpages.com/2011/01/12/microsoft-official-social-network-accounts/
  • SOURCE: http://thecustomerevolution.blogspot.com/2010/12/giffgaff-case-study-of-customers-in.htmlProduct co-creation - right from set-up GiffGaff engaged their target market in 2 way dialogue, asking potential customers and early adopters to decide on how best to structure their tariffs. Similar to Dell IdeaStorm, GiffGaff have continued their Ideas page and at the point of writing they have implemented 112 ideas direct from their community.Community support – the GiffGaff community is perhaps best shown within customer service. All of GiffGaff’s customer service is online. They pro-actively push information out to their notice boards page e.g. service issues. They publish customer-generated tips and tricks and FAQs. They also make extensive use of their community forum for peer to peer support (supported by intervention and moderation by GiffGaff employees when required).The community has radically cut customer support costs compared to the traditional contact centre-centric model. GiffGaff estimated that if O2 could replicate the model with just 25% of their customers participating, they could save c£20m per year.Payback Scheme - Perhaps the most innovative aspect of the community forum is that users are incentivised to participate through the use of a payback scheme. The payback scheme rewards GiffGaff members for helping GiffGaff out with Kudos points which can either be redeemed for pre-pay credit, or donated to charity (of course a charity of the community’s choice!).Social Marketing – GiffGaff’s above the line marketing is minimal for a Telco company. Instead they prefer their customers to spread the word on their behalf. Again they use Kudos points as an incentive - customer’s get 50 points each time they e-mail a friend or 500 points for each SIM card they send to a friend that is activated (where 1 point = 1p). That’s not a bad cost of acquisition and advocacy generates 25% of new customer connections.GiffGaff’s results so far have been impressive and pretty interesting:50% of customer questions are answered via the community (as opposed to online self service or GiffGaff employee moderation).The average response time for any question posted in the forum (24x7) is under 3 minutes and 95% of all questions are answered within an hour. I suspect most Telco call centre customers would still be navigating an IVR after 3 minutes, let along speaking to an agent or having their problem resolved!GiffGaff‘s NPS score is 75 - way above the industry average and approaching that of Google or Apple. They publish their customer satisfaction scores here.GiffGaff have found that the traditional 90-9-1 model of participation (See Michael Wu’s blog for an explanation) has changed with their rewards system. They estimate that they have a 1-25-74 model i.e. a much higher percentage of occasional forum users.DATE: July 13, 2011#telco #tech #smb#community#support #advocate#christine
  • https://www.homeownersupport.com/Briefing with Frank Eliason 8/12:We started engaging forums and blogs. We concentrated on people struggling with mortgages, reaching out proactively. They didn’t want to have a conversation on Facebook and Twitter. They wanted to be anonymous, but they were visiting questionable sites, some are legit. Most of the places they go to are very negative places, for example: I guarantee you a modification if you give me $1000. You really need to know your customers. If people are struggling with their mortgage, the last person they want to call is their mortgage broker. How do you get them to come out of their shells? We studied these conversations, and wanted to build a safe space for people to talk, also own SEO
  • http://www.fiskateers.com/Fiskars hired corporate identity consultants Brains on Fire in 2006 to help come up with a new image. Brains on Fire looked for how people socially discuss crafting, how they make their connections and who the influencers are. It set up 150 interviews with members of Yahoo crafting groups and joined conversations about crafting on message boards and other online communities.The agency’s research found a social and robust crafting community—and its age skewed younger than expected. It decided that it needed to create brand ambassadors to help connect Fiskars and the crafting community.After dozens of in-person interviews, it selected four women from various walks of life to become “The Fiskateers.” The ambassadors preside over a blog-based community, and they are paid for 15 hours a week of brand ambassador time.The four lead Fiskateers attend tradeshows and lead classes in scrapbooking at stores in their regions (and beyond). They build relationships with storeowners. They also have online chats with product developers so corporate officials can feel their customer excitement and passion.The Fiskateers program is run by the PR division, not advertising, and reports to the PR director.Branded mentions of Fiskars products are up more than 600% mentioning Fiskars products by name (not including the Fiskateer blog and website, from 400% in 2007) on a per-week basis since the program began.http://www.whatsnextblog.com/2008/10/fiskateers_how_a_social_community_became_a_veritable_sales_force/http://www.fiskateers.com/blog/fiskateer-history/
  • http://www.microsoft.com/windows/social/
  • http://techcrunch.com/2010/12/21/facebook-launches-instant-personalization-on-tripadvisor/

Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang Dreamforce 2012: Prioritizing for Scale by Jeremiah Owyang Presentation Transcript

  • Building Your Social StrategyPrioritizing For ScaleJeremiah Owyang, Partner and Industry Analyst, Altimeter Group@jowyangweb-strategist.com
  • Image by gsfc used with Attribution as directed by Creative Commons http://www.flickr.com/photos/gsfc/4422729133 #socialadvocate© 2011 Altimeter Group© 2012 Altimeter Group
  • Image by gsfc used with Attribution as directed by Creative Commons http://www.flickr.com/photos/gsfc/4422729133 Your World is Changing #socialadvocate© 2011 Altimeter Group© 2012 Altimeter Group
  • You emerge as an Open Leader© 2012 Altimeter Group
  • Image by coreburn used with Attribution as directed by Creative Commons http://www.flickr.com/photos/coreburn/487357814 Internal Storms Hinder Progress #socialadvocate© 2011 Altimeter Group© 2012 Altimeter Group
  • Compounding Demands Compounding Demands© 2012 Altimeter Group
  • Image by iandavid used with Attribution as directed by Creative Commons http://www.flickr.com/photos/iandavid/3532086917 What is the future?© 2012 Altimeter Group
  • 8 Path I. Path II. Grounded to Achieve Escape Velocity Social Media Sanitation© 2012 Altimeter Group
  • Image by carl-w-heindl used with Attribution as directed by Creative Commons http://www.flickr.com/photos/carl-w-heindl/3667334884/ 9 Path I. Grounded to Social Media Sanitation© 2012 Altimeter Group
  • 10 41% of programs are reactive to requests© 2012 Altimeter Group
  • 11 Most programs have existed less than 5 years© 2012 Altimeter Group
  • 12 Relegated to “Social Media Sanitation” The Situation  Customers become accustomed to “yelling in public”  Business units adopt “social media fever” and deploy on their own  Resources are limited, we can only do so much© 2012 Altimeter Group
  • 13 Symptoms of “Social Media Sanitation” The Situation The Problem  Customers become  With limited resources, accustomed to “yelling in companies can’t scale 1:1 public” dialog  Business units adopt “social  Efforts are uncoordinated and media fever” and deploy on fragmented –but you will their own have to clean up  Resources are limited, we  Demands will compound, can only do so much regardless of existing resources© 2012 Altimeter Group
  • 14 Companies Headed to Social Media Sanitation Will Not Scale© 2012 Altimeter Group
  • Image by adamcnelsonused with Attribution as directed by Creative Commons http://www.flickr.com/photos/everypassingminute/4203341678 15 Path II.© 2012 Altimeter Group Achieve Escape Velocity
  • 6 Steps to Achieve Escape Velocity Get into a Scalable Scale with Peer to 1 Formation now 4 Peer Communities Enable Business Grow an Unpaid Army 2 Units 5 of Advocates Streamline Integrate, Integrate, 3 Workflow with Tools 6 Integrate© 2012 Altimeter Group
  • 6 Steps to Achieve Escape Velocity Get into a Scalable 1 Formation now© 2012 Altimeter Group
  • 18 Formalize a Hub and Spoke model quickly Decentralized Centralized Hub and Multiple Hub Holistic or Spoke and Spoke or “Honeycomb” “Dandelion”© 2012 Altimeter Group
  • 19 DECENTRALIZED - Organic growth - Authentic - Experimental - Not coordinated© 2012 Altimeter Group
  • 20 CENTRALIZED - One department controls all efforts - Consistent - May not be as authentic© 2011 Altimeter Group© 2012 Altimeter Group
  • 21 HUB AND SPOKE - One hub sets rules and procedures - Business units undertake own efforts - Spreads widely around the org - Takes time© 2012 Altimeter Group
  • 22 MULTIPLE HUB AND SPOKE OR “DANDELION” - Similar to Hub and Spoke but across multiple brands and units© 2012 Altimeter Group
  • 23 HOLISTIC OR “HONEYCOMB” - Each employee is empowered - Unlike Organic, employees are organized - e.g. Dell, Zappos, Intel, Best Buy© 2012 Altimeter Group
  • 24 Most companies organize into Hub and Spoke How Corporations Organize for Social Business in 2010 10.8% 28.8% 41% 18% 1.4% Decentralized Centralized Hub and Spoke Multiple Hub Holistic and Spoke Source: “The Career Path of the Corporate Social Strategist,” Altimeter Group, December 2010© 2012 Altimeter Group
  • 6 Steps to Achieve Escape Velocity Get into a Scalable Formation now Enable Business 2 Units© 2012 Altimeter Group
  • 26 Become an enabler for business units Charter of a “Center of Excellence”© 2012 Altimeter Group
  • 27 How the CoE and spokes work together: CoE  Set guidelines, policies and processes, and hold spokes accountable  Provide and facilitate learning, education, and research in real time, reducing risk  Own tools, and distribute best practices  Report and coordinate with dotted line spokes, e.g. Executives, HR/Associates, and Legal© 2012 Altimeter Group
  • 28 How the CoE and spokes work together: CoE Spokes  Set guidelines, policies and processes, and  Manage social media efforts on their hold spokes accountable own, within established guidelines  Provide and facilitate learning, education,  Report and coordinate with CoE on and research in real time, strategy, deployment, and reducing risk measurements  Own tools, and distribute  Share best practices with CoE best practices and other spokes  Report and coordinate with dotted line spokes, e.g. Executives, HR/Associates, and Legal© 2012 Altimeter Group
  • 29 Ebay’sCoE (Global Hub) coordinates across functions, properties, and geographies Source: http://www.slideshare.net/influencepeoples/ali-croft-monitoring-social-media-ebay© 2012 Altimeter Group
  • 30 With executive support, Adobe adopted a Hub and Spoke model with a CoE at the Hub The mission of Adobe’s CoE: “Enable more coordinated and strategic social media initiatives across the company.” Source: Maria Poveromo, “One Company’s Journey in Social Media”© 2012 Altimeter Group
  • 6 Steps to Achieve Escape Velocity Get into a Scalable Formation now Enable Business Units Streamline 3 Workflow with Tools© 2012 Altimeter Group
  • 32 Streamline internal workflow with SMMS Social Media Management Systems (SMMS) vendors include CoTweet, (left), Sprinklr, Objective Marketer, Expion, Seesmic, Awareness, and SpredFast (right), see full list.© 2012 Altimeter Group
  • 33 Coke has over 500 brands across the entire world, each with its own social accounts© 2012 Altimeter Group
  • 34 This list of Microsoft accounts asks: “If anyone has any more that should be added to this list, please feel free to let me know!”© 2012 Altimeter Group
  • 6 Steps to Achieve Escape Velocity Get into a Scalable Scale with Peer to Formation now 4 Peer Communities Enable Business Units Streamline Workflow with Tools© 2012 Altimeter Group
  • 36 GiffGaff mobile customers rewarded through credits and badges 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.© 2012 Altimeter Group
  • 37 Citibank trials support community focused on mortgage troubles© 2012 Altimeter Group
  • 6 Steps to Achieve Escape Velocity Get into a Scalable Scale with Peer to Formation now Peer Communities Enable Business Grow an Unpaid Army Units 5 of Advocates Streamline Workflow with Tools© 2012 Altimeter Group
  • 39 Fiskars’ “Fiskateer” moms lead a crafting brigade In 2006, 5 women were selected as “Fiskateers.” The program added an online community and certified 50 “Demonstrators,” who in turn certified 20 more who certified 100 more each. Fiskateers are paid for 15 hours/week of ambassador time. The program is run out of PR. Fiskars calls for applications every 2 years.© 2012 Altimeter Group
  • 40 SalesforceMVP program recognizes top advocates© 2012 Altimeter Group
  • 6 Steps to Achieve Escape Velocity Get into a Scalable Scale with Peer to Formation now Peer Communities Enable Business Grow an Unpaid Army Units of Advocates Streamline Integrate, Integrate, Workflow with Tools 6 Integrate© 2012 Altimeter Group
  • 42 Integrate social onto the corporate website We asked 140 Corporate Social Strategists: “What three external (go-to-market) social strategy objectives will you focus on most in 2011?” Source: Survey of Corporate Social Strategists, Altimeter Group, November 2010© 2012 Altimeter Group
  • 43 Evolution of the Social Corporate Website 0. No 1. Social 2. Social 3. Social 4. Social 5. Seamless Integration Linking Publishing Aggregation Context Integration Passive Social Basic Feeds Sharing Content Social and Active Curated Contextual Sharing Aggregation Content Contextual Aggregation© 2012 Altimeter Group
  • 44 Windows 7 curates mentions of its new product on a dedicated page© 2012 Altimeter Group
  • 45 TripAdvisor visitors view friend reviews through Facebook Instant Personalization TripAdvisor launched Facebook’s Instant Personalization feature in December 2010, offering friend ratings, reviews, and travel history.© 2012 Altimeter Group
  • 6 Steps to Achieve Escape Velocity Get into a Scalable Scale with Peer to 1 Formation now 4 Peer Communities Enable Business Grow an Unpaid Army 2 Units 5 of Advocates Streamline Integrate, Integrate, 3 Workflow with Tools 6 Integrate© 2012 Altimeter Group
  • Image by adamcnelsonused with Attribution as directed by Creative Commons http://www.flickr.com/photos/everypassingminute/4203341678 47 Path II.© 2012 Altimeter Group Achieve Escape Velocity
  • THANK YOU Jeremiah Owyang jeremiah@altimetergroup.com web-strategist.com/blog Twitter: jowyang Disclaimer: Although the information and data used in this report have been produced and processed from sources believed to be reliable, no warranty expressed or implied is made regarding the completeness, accuracy, adequacy or use of the information. The authors and contributors of the information and data shall have no liability for errors or omissions contained herein or for interpretations thereof. Reference herein to any specific product or vendor by trade name, trademark or otherwise does not constitute or imply its endorsement, recommendation or favoring by the authors or contributors and shall not be used for advertising or product endorsement purposes. The opinions expressed herein are subject to change without notice.© 2012 Altimeter Group
  • Open Research: Use and share with attribution Available for download at www.altimetergroup.com/research© 2012 Altimeter Group