BlogWell is the only conference where social media executives from large companies come together to share their case studies, offer practical how-to advice and answer your questions. To learn more about BlogWell, visit the event site here: http://gaspedal.com/blogwell/ For $200, attendees spend the afternoon hearing case studies from companies like: * Walmart * The Home Depot * Allstate * H&R Block * Mayo Clinic * Sharpie * Procter & Gamble * UPS * Cisco * Kaiser Permanente * US Coast Guard * Graco * Intel Measuring ROI, managing teams, legal issues, B-to-B, working with agencies and creating great content are central themes at BlogWell. This is the best opportunity available for anyone looking to get started or improve their corporate social media efforts. In this presentation, Intel's Ken Kaplan describes how the company's culture has helped its diverse base of employees jump into social media.

1. October 28, 2008
www.gaspedal.com/blogwell
www.blogcouncil.org
© 2008 GasPedal LLC. You may share this presentation if it is not altered in any way.

2. G ass oots Global Scale
Grass Roots to G oba Sca e
Four Phases of ‘Intel Inside’ Social Mediaquot;…so far
Ken E. Kaplan
Intel’s Global Communications Group

3. “Seeing social media as a new way of
Seeing
communication makes a lot of sense. It's not
something to fear, but something to embrace by
learning more, by trying it and sharing
experiences.”
“Who owns the brand? Our investors, customers
and employees. Let’s manifest mutual i
d l L ’ if l interests
and bring more meaning to Intel”

4. Inside Intel Around the World
Intel,
80,000
80 000 employees in over 100 countries
spreading…
• A culture of innovation
•SSmart risk-taking
t i k t ki
• Keeping Moore’s Law alive!

5. Our Four Phases…so far
Phases so
1. Pioneers -- core group of individuals from the IT department start
inside,
inside creating internal blogs Wiki organize interest group
blogs, Wiki,
2. Settlers -- wave of enthusiasts storm, form guidelines, experiment,
implement tools such as external blogs, new online communities
p g ,
and grew momentum for new culture of collaboration inside and
outside Intel
3.
3 Shift to Online – Significant advertising $ and marketing resources
move from print and broadcast to online, accelerating Settler efforts
4. Global Scale – Aggregate best p
gg g practices and refine g
guidelines into
a worldwide Digital IQ education program

6. Pioneers Grassroots Still Vital
Pioneers,
Internal blogs:
g
• First employee blog was in 2003 pioneered by people
who saw the value of blogging and sharing
• Today about 2,000+ employees have blogs, 100s to
2,000
1,000 distinct participants each month – tied to
Intranet
• CEO blogs in ’04, receives 350+ comments in first 24
g ,
hours, now blogs monthly
• Intelpedia, corporate-wide internal Wiki started in ’05
• Leading pioneer: Josh Bancroft
• Moved from IT to become social media guru for Intel
Software and Services Group
• TinyScreenfuls.com

7. Settlers – Storming & Forming
Started external blogs, communities and Podcasting in 2006
• Software developer team -- most knowledgeable, active in using social
media, May 2006 built first Intel community using Web 2.0 principles
• Blog s
Blog’s Born – IT@Intel ’06 piloted with core audience moved to
06 audience,
Technology@Intel, Research@Intel and went regional (15 blogs, 60
bloggers, 5 languages)
• Communications Group – ’06 share product & research stories using audio
06
then video Podcasts, experiments like “PC Design People’s Choice Awards”
• Employees w/social media skills team up from cross groups to share their
experience of events like the Intel Developer Forum using social sites
Forum,
• Open Port IT community in ’07, now with 40K registered members, HP,
Symantic, LanDesk, state governments, non-tech companies

8. $hift to Online
In 2008, exited direct TV ads in mature markets
• Moved a third of the Intel Inside program, the world’s biggest co-op
marketing, towards online activities
• Intel.com reinvigorated, more emphasis blogging and communities
• Consumer & Education focus – Inspire and Inside Scoop created
• New approach -- invite people to share interests in Intel technology
technology,
grow platforms for participating in other communities hosted by OEMs,
fellow travelers and anyone involved with innovation, education and
corporate social responsibility.
Challenges:
• How we leverage/integrate programs like IDF and What’s Insider You
• How we combine monitoring and measurement of social media with online
advertising (benchmarking)
• Becoming a better media company

9. Global Scale Through Education
• Refine Guidelines + Collect BKMs + Craft Multi-Level Digital IQ
Courses
– Improve understanding of social media tools and trends
– Define new roles and responsibilities (doing new things, new ways)
– Set tone for advancing culture “Go off and do something
g g
wonderful…responsibly”
• Grow thought leadership and brand preference by sharing insights
through 2-way conversation
• Challenges
– Unifying -- Many groups already running cool social media efforts –
y g yg p y g
China, Malaysia, Latin America, UK, Russia
– Cultural tastes, behaviors and use of language make it impossible for
“One size fits all” approach

10. Social Media is Helping Us
Inside
• communicate better internally
• find new pools of knowledge
• empower people with skillsets
l i h kill
• Evolve our culture faster
Outside
• exchange insights with audiences interested in
e c a ge s g ts t aud e ces te ested
what Intel is doing
• Defend, build interest and equity in our brand

11. Backup
• Marketing Moves from Websites to Blogs
to Communities
• Intel’s Pioneering Team -- Intel Software
Network

12. Marketing Moves from Websites to
Blogs to C
Bl Communities
ii
• Created Open Port to increase relevance of content to our IT users
• Shif f
Shift from controlled message to enabling conversations
ll d bli i
• Biggest hurdle was culture and process, not technology --
giving up control of the message; finding right people to participate
and managed the community; creating p
g y; g processes that break down
silo’d efforts and gets folks from different teams working together on
a common communication platform
• Didn’t fight the culture -- we talked, shared community experiences
with mid level bosses and teams
mid-level
• Today, Open Port community has 40K registered users talking about
issues related to IT products, about 40,000 unique visitors a month
• Growth in visits and pages views is consistently about 15%-20%
each month
h th
• Audience is now the largest contributor of content. Shifted from Intel
to customer driven content roughly after 3 months
• Organic traffic from referring links & search is 75% of traffic to site

13. Intel’s Pioneering Team
Intel Software Network
• 2000 built Intel’s first developer focused site, May 2006 built developer community using Web 2.0
principles to attract developers, needed to spark and join conversations
• B th first t
Became the fi t external bl d iki t Intel ith t to th it
l blogs and wiki at I t l with comments t every page on the site
• Team became better listeners, conversationalists, now attracting more developers
• Contests:
– First hired vendors to create online competitions for “solving difficult problems” – expensive
– In 2007 built an application platform to support contests, key driver of awareness & participation --
Russian, Chinese,
Russian Chinese and EnglishEnglish.
Guiding principles
• Create Passion
– Introduce a social component, make it interesting, personable, what’s in it for me?
– Encourage controversy and let the debate happen
• Shift control to the developer
– Trust going both ways
– Expose data, allow new uses to develop
– Out of Intel comfort zone
• Create participatory communities around Intel platforms
– Engagement models that leverage the collective intelligence of the community
– Participation as the cornerstone of each community
• Make it easy to share
– Tools that allow developers to act as content creators
– A hit t f ti i ti t bli hi
Architecture of participation, not publishing – wikis, bl
iki blogs, podcasts
d t
• Small high powered effort
– Small rapid development team, quick turn projects
• Perpetual beta with new features added as part of normal user experience