2. Agenda
Q2 Remediation
SCIN Update (Week 1 is over!)
Cap One Reporting
Weekend Update
Mentoring with Matthew
Nandita
2
3. Q2 Remediation
$.50 cent InMail drop to individual contributor segment
$1 InMail drop to SMB inferred (company size null)
New SMB segment (seg=593)
New segment targeting followers of an industry on LI (Likely
display only)
Follower reduced CPM (vs. CPF) with InMail bundle
3
5. Targeting: Senior & Entry ICs and
Global w/some Asian & Oceanic country
exclusions
Budget: $25k/month
Promoted on 5/1 CPC = $5.03
Spend to Date: $2,400
Comment(s):
Girish K. - “This is very good example of reinventing
the vision to adopting changing needs of markets.”
Kathy B. - “This is very cool - using expertise to solve
a service problem for an atypical customer. Nice out
of the box thinking!”
Promoted on 5/2 CPC = $10.10
Spend to Date: $700
Comment(s):
Fatima T. – “Looking forward to the day when
one can drive and work at the same time!”
Xerox Company Page
6. Targeting: myself - 500
Budget: $25k/month
Promoted on 5/2 CPC = $11.10
Spend to Date: $1,800
Comment(s):
Wade Hinkle – “how do I “dislike” spam such
as this?” (removed from page)
American Express OPEN Company Page
7. Promoted on 5/3 CPC = $9.84
Spend to Date: $2,700
Comment(s):
Barbara Chism – “They are using their resources. That is
neat.”
Juin Filon – “That's fab!”
Targeting: Global & Dir+
Budget: $25k/month
Citi Company Page
8. • Agency working on IO creation.
• Anticipated to start the week of
5/6.
• SFDC opportunity needs to be
created so IO can be generated.
• Should start the week of 5/6.
• AE is having initial conversations
with agency on $ commit.
• Kick off meeting week of 5/6
• Launch on 5/20.
11. Pilot Program Details
Timeframe: Pilot will run from ~5/1 to 7/1 (dependent on product
readiness)
Pricing: fixed price CPM based on audience (use 300x250 rate card)
Investment Required: Minimum $25k per month; max $100k per month
Co Page Activity Required: Pilot customers agree to post organic
updates at least 3x/week during pilot
Targeting requirements: 10M members min audience size; English only
Paperwork: Pilot agreement & I/O
– Pilot agreement includes confidentiality, agree to allow LinkedIn to publicize
their participation in the pilot, provide case study
11
14. Managed Group Objectives:
(1) To leverage LinkedIn’s
expertise in cultivating and
moderating authentic
conversations on our platform.
(2) To drive meaningful
relationships with their target
audiences around topics that
inspire passion and
community-building.
Jet is Measured By:
(1) Meaningful, relevant
engagement with content,
increasing unique social
gestures return visitation to the
group page
• Engagement Metrics
• Page Visitation
(2) Consistently acquiring scale
and quality group members
• Member Growth
• Demographics
14
Jet: The Business Traveler Network
Powered by dfdddddddddd
15. The Profile of Jet Members…
15
Jen, Digital Media Strategist,
San Francisco, CA
Jake, Account Executive,
Los Angeles, CA
Jody, Consultant, NYC
Tim, Sales Manager,
Chicago, IL
16. Jet Members are primarily US-based
Members span all 50 states with strong representation in major metro areas
16
Top 5 US Regions:
Greater New York City Area
San Francisco Bay Area
Greater Chicago Area
Greater Boston Area
Greater Los Angeles Area
Boston moved to 4th
place, passing Los
Angeles, in Jet’s top 5
US regions
Top 10 Over-Indexed Regions
1. Richmond, Virginia Area
2. Austin, Texas Area
3. Greater Chicago Area
4. San Francisco Bay Area
5. Greater Atlanta Area
6. Charlotte, North Carolina Area
7. Greater Denver Area
8. Greater Omaha Area
9. Miami/Fort Lauderdale Area
10. Greater New York City Area
Top 10 Under-Indexed Regions
1. Fort Smith, Arkansas Area
2. Jonesboro, Arkansas Area
3. Jacksonville, North Carolina
4. Johnson City, Tennessee Area
5. Amarillo, Texas Area
6. Santa Fe, New Mexico Area
7. Bryan/College Station, Texas Area
8. Redding, California
9. Columbus, Georgia Area
10. Athens, Georgia Area
17. 17
%ofLinkedInPopulation(US)%ofLinkedInPopulation(US)
Seniority
Jet Members are in Capital One’s audience
Company Size
12%
30%
20%
15%
6%
10%
3%
4%
11%
26%
17% 17%
10% 10%
4%
5%
0%
5%
10%
15%
20%
25%
30%
35%
Entry Senior Manager Director Owner VP Partner CXO
Jet
US
Jet Managers,
Directors, and VPs
each grew by 1%
5%
11%
15%
11%
7%
17%
6%
27%
6%
7%
10%
8%
7%
18%
8%
36%
0%
5%
10%
15%
20%
25%
30%
35%
40%
1-10 11-50 51-200 201-500 501-1000 1001-5000 5001-10000 10001+
Jet
US
The majority of Jet
members work in
companies sized
10,001+
18. Jet Members work in a variety of job functions
18
Top 15 Job Functions
2%
4%
2%
2%
3%
3%
3%
3%
2%
6%
5%
2%
2%
1%
5%
2%
2%
2%
2%
3%
3%
3%
4%
5%
6%
6%
6%
9%
13%
47%
0% 10% 20% 30% 40% 50%
Research
Education
Program and Project…
Human Resources
Finance
Engineering
Information Technology
Support
Media and Communication
Entrepreneurship
Operations
Consulting
Marketing
Business Development
Sales
Jet
US
The top two job
functions increased in
March with Sales
growing 6% and Biz
Dev growing 1%
19. Jet Members represent many different industries
19
Top 15 Industries
3%
4%
2%
3%
4%
8%
2%
2%
11%
7%
6%
7%
12%
6%
9%
1%
1%
2%
2%
2%
3%
3%
4%
7%
8%
8%
10%
10%
13%
24%
0% 5% 10% 15% 20% 25% 30%
Arts
Government
Service
Non-Profit
Construction
Educational
Transportation
Media
Medical
Consumer
Recreational
Manufacturing
Finance
Corporate
High-tech
Jet
US
The top three industries
in the group remain
High-Tech, Corporate,
and Finance
20. Jet Members are actively engaging with content
20
230
1,459 1,385
3,074
0
500
1,000
1,500
2,000
2,500
3,000
3,500
Discussions Comments Likes Total Engagements
Dec-12
Jan-13
Feb-13
Mar-13
We saw almost 2x the
number of total
engagements in March
than we did in February
21. 21
Jet Member Engagement by Seniority
Engagement against higher
seniorities is increasing and
engagement against lower
seniorities is decreasing
12%
30%
20%
15%
6%
10%
3%
4%
11%
26%
17% 17%
10% 10%
4%
5%
0%
5%
10%
15%
20%
25%
30%
35%
Entry Senior Manager Director Owner VP Partner CXO
Jet
US
22. 22
* Engagements = Comments + Discussions + Likes
YTD data
Jet and LinkedIn groups membership and engagement growth
4,980
7,877 8,357
11,825
1,866
2,282
1,548
3,074
~800
13k
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9
Jet Total Members
Jet Total Engagements*
100k+ Members
100k+ Engagements*
March showed strong
engagement and
membership growth
compared to
benchmarks
23. 3,074
381
5,161
0
1,000
2,000
3,000
4,000
5,000
6,000
Jet 5,000 - 10,000 Member Group Average 100k+ Member Group Average
Jet is receiving strong engagement against benchmarked groups
23
Jet’s engagements
continue to surpass
that of similar sized
groups
Engagements vs. Benchmark Groups
24. Collective efforts are driving strong membership growth
24
1,411
3,459
4,683
4,908 4,980 5,202 5,403
6,016
7,877
8,357
11,825
0
5,000
10,000
15,000
Jet gained 3k
new members in
March
12/10/12
InMail #2
Dropped
(64,000)
12/3/12
InMail #1
Dropped
(64,000)
1/14/13
InMail #3
Dropped
(30,000)
Join Group
Media
Paused
2/7 – 2/26
26. Topical Themes of the Month
26
•Respondents favored chain hotels primarily because of the perks and
rewards earned for staying in them – especially when using certain
credit cards
What do you prefer, a chain
hotel or a small private
hotel?
•Floating pens, snow globes, t-shirts, hotel soaps, postcards, and
magnets are examples of favorite traveler souvenirs of Jet members
What’s your favorite travel
souvenir?
•The majority of respondents believe burgers should be left at the gate
Is it rude to eat a burger on
the plane?
•There was overwhelming support for NOT wearing a swimsuit in front
of coworkers. Some respondents were worried they wouldn’t look
good in a swimsuit, while others felt it just wasn’t appropriate to do
Would you wear a swimsuit
around your coworkers or
boss?
•Many of the respondents have had items taken away by TSA –
especially knives and wine bottle openers, but the general consensus
is that travelers should read TSA guidelines to prevent this from
happening
Have you ever had the TSA
take your stuff?
•Some members feel a pocket knife is useless if left at home, while
others think if allowed, it could cause travelers to worry and open
doors to other potentially dangerous items
Should a pocket knife be
allowed on the plane?
DiscussionQuestions
MemberResponses
27. Jet’s hottest topics trend around traveler etiquette ( ),
hotel perks and offers ( ), and airport security ( )
27
Date Subject Category Comments Likes Total
3/7/2013 Is it rude to eat a burger on the plane? 70 105 175
3/19/2013 What's your favorite travel souvenir? 63 96 159
3/6/2013 Have you ever forgotten your hotel room number? 49 75 124
3/11/2013 What do you prefer: a chain hotel or a small private hotel? 44 67 111
3/26/2013
Should all hotels offer free Internet to loyalty program members? InterContinental
now does.
64 46 110
3/5/2013 Should pocketknives be allowed back on planes? 47 42 89
3/15/2013 Have you ever had the TSA take your stuff? 35 44 79
3/14/2013 Would you wear a swimsuit around coworkers or your boss? 28 34 62
3/27/2013
What's your favorite hotel restaurant?
30 24 54
30. Twitter’s First Ever Music App
Launched to public 4/18/13
Available on desktop OR
iPhone
The app uses Tweets and
engagements to detect and
surface the most popular tracks
and emerging artists
Free to use
31. Your New #music Go To?
Find and follow musicians and learn more about which musicians they
follow
Checkerboard "Now Playing" interface
Each square includes an album cover image with a Twitter profile pic
32. Suggested Listening
Suggested music screen and the ability to search for music from
favorite artists
Instant sharing: you can tweet what you're listening to directly from
the Player screen
Music comes from Spotify, iTunes and Rdio
……… and the catch is
33. Oh really…
iTunes previews play automatically, but for FULL songs you'll need
an Rdio or Spotify subscription
In other words, Twitter #music is a music discovery service, not a
free music streaming service, ha!
34.
35. Managed Group
Reporting
• Refining Call Outs
(Citi/Cap
One/HSBC)
• Analyzing site vs.
group behavior
• Leveraging the
team experts
Project/Time
Management
• Creating
Templates,
Trackers, and
Roadmaps
• Purpose
Statements and
Meeting Sum Ups
Know Your Client &
Campaign
• Identifying KPIs
and significant
metrics for each
group
• Agency/Client
Savviness
37. East Coast Updates
Q2 Goal - $11,540,000
Q2 Booked - $
Q2 Outlook - $
$911K weighted at 75% and $679K weighted at 50%
38. AAM OKRs for 2013 comp plans
Objective 1: reporting
50% of OKR variable
Objective 2: leadership
25% of OKR variable
Objective 3: leverage
25% of OKR variable
Objective: EOC report for all
campaigns that end in quarter (that
meet campaign minimum spend
requirements)
Measurement: 1:1 relationship with
call down report and EOC reports
Objective: monthly meeting with
NAMER AAMs to share developments
in efficiency and examples of top
reports
Measurement: PPT summary of
meeting to regional management
Objective: complete a project tracker
to give management visibility into
daily activities
Measurement: daily entries into
tracking document
39. AM OKRs for 2013 comp plans
Walk-in
circumstance
Objective 1:
reporting: 50%
of pod variable
Objective 2a:
pipeline –
building: 25% of
pod variable
Objective 2b:
pipeline –
building: 25% of
pod variable
Objective 3:
sales support:
25% of pod
variable
Vacant or new AE
+ book is not
hitting pacing
requirement
Objective: EOC
report for all
campaigns that end
in quarter (that meet
campaign minimum
spend requirements)
Measurement: 1:1
relationship with call
down report and
EOC reports
Objective: 100% of
in-bound RFPs
submitted
Measurement: AM
to track all outbound-
related emails
Objective: 3x check
in with top priority
accounts (as defined
by AM and SD)
Measurement: AM
to track all outbound-
related emails
Objective: Pipeline
maintenance and
hygiene with SD/AE
and account
transition completed
using transition
template
Measurement:
clearly forecasted
call down report
throughout quarter
To be considered within pacing range: Booked and Weighted pipe should be within a 5% range of target at 2 weeks prior to Walk-In
40. Framing for goals
OKRs = Gamson’s Operating Priorities
1) Team and Talent
2) Optimizing the Existing Business
3) Improve and Expand the Content Marketing Ecosystem
4) Measure LI platform performance and ROI
5) Invest in non-inventory correlated products for 2014 and beyond
Self-assessment in work.com
- Leadership
- Leverage
- Results
41. Optimize the Existing
Business
Team and Talent
Improve and Expand the
Content Marketing Ecosystem
Objective Key Result Dependencies
Create and execute personal
transformation plan based on
ManageIn and Pulse score
feedback
Consistent, defined goals
and skills for AM team
Weekly team meetings to
better manage
communication
Active time management
and allocation
Josh, Nicola, AM Team, AM
Leadership
East Coast “One Team”
mentality
Bi-weekly meetings with
NYC managers
Weekly revenue update to
all MS NYC
East Coast quarterly All
Hands
Hannah, Juliana, Ryan, Scott,
Neil, James
Improve consistency and
quality of EOC reports for Tier
1 and Tier 2 accounts
1:1 opportunity to report
ratio
Shared best practices
East Coast template as
basis for all reports
Increased communication
with Merlin team
AM Leadership
Successful pilot and GA
process for SCIN/content
updates
AMs execute
comprehensive campaign
kick-off
AMs versed in best practice
consultation
AMs able to execute
mid/EOC report
Lindsey, SCIN Experts, Kylee,
Allen, Merlin team
Nandita Q2
