The document discusses Credit Suisse's use of social media and balancing activation with regulation. It outlines how Credit Suisse has established a Social Media Competence Center to develop strategy, support business initiatives, and ensure compliance. It also describes Credit Suisse's current social media presence across platforms like Facebook, Twitter, YouTube, and LinkedIn as well as lessons learned around demand, risk assessments, and measuring key performance indicators.

1. Social Media @ Credit Suisse
A Balancing Act between Activation and Regulation
Credit Suisse, Web Solutions – Barbara Müry Erni
December 2, 2013 – SOMshare event

2. Social Media is Changing Business and Decision-Making
From «Selling» to Connecting with the Audience
From «Large Campaigns» to «Small Acts»
92% of the users trust
peer recommendations
but
only 14% trust
advertisements*
From «Controlling the Message» to Transparency
* Source: Accenture 2011 & Nielsen 2011
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3. People Business –
Less about Technology
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4. Culture –
Transformation towards Transparency and Dialogue
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5. Private vs. Business
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6. Social Media Has the Potential to Positively Impact the Entire
Value Chain
Reach &
Coverage
Reputation &
Image
75% of the global internet population visits social networks
(Oscar, Talential, squeaker.net, 2011)
74% said “after interacting with companies or brands via new media, I generally have a
more positive impression of the company or brand.“
(Consumers Demand Brand Interaction, Oct 2009)
Awareness &
Consideration
Majority of online consumers (74%) rely on social networks to guide purchase decisions.
(Gartner, 2010)
Client Acquisition
& Profitability
Morgan Stanley case: 40% of all financial advisors had brought in new clients via social
media. 60% of those with more than $1m of assets. (Morgan Stanley, 2012)
Loyalty &
Advocacy
Fans on Facebook are 28% more likely than non-fans to continue using the brand, and
41% more likely to recommend a product to their friends (Facebook, 2011)
Market Share & Bottom Line Impact
27% of the surveyed companies reported having both market share gains against their competitors and higher profit
margins through engagement with Web 2.0 technologies (McKinsey, Global Survey among 3,249 Executives 2011)
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7. As a Financial Institute we are Part of a Highly Regulated
Industry
We need to Archive any employee communication on third-party platforms
such as Twitter/Facebook
Our global presences in over 50 countries have to be inline with cross boarder
regulations and reflect banking secrecy
We are restricted in what we can say / sell to our clients
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8. Key Question
Do we want to change our culture and start sharing,
collaborating and engage in an open and transparent
dialogue with our clients but also within Credit Suisse?
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9. Credit Suisse has set the Stage to move beyond Broadcasting
into Leveraging Dialogue and Listening
Status @ Credit Suisse
Dialogue
Two-way
communication on
selected social media
platforms
Broadcast
One-way communication on selected
social media platforms
Listen
Real time monitoring of conversations of all stakeholders in
blogs, networking platforms and discussion forums
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



Governance – ready
Compliance tool – running
Identify opportunities – done
Pilots – work in progress

 Broadcasting on e.g. Facebook,
Twitter, YouTube, etc. – running

 Monitoring tool – running

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10. Credit Suisse Established a Social Media Competence Center
(SMCC) with a Global Mandate
 Organization Model:
Coordinated Hub
 Mandate
LOB
LOB
LOB
SMCC
LOB
LOB
LOB
LOB
LOB
 Tasks Core & Extended Team
CORE TEAM
Strategy Development
Operations & Implementation
Overall Coordination
Education & Support
Analysis
EXTENDED TEAM
Risk Management
Evaluation & Approvals
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Permanently develop the Social Strategy
Support the business across all SM initiatives
Conduct measuring & reporting
Develop a SM training & education framework
Define & share guidelines and best practices
Approve SM initiatives & global portfolio
 Members Core & Extended Team
CORE TEAM
Web Solutions
EXTENDED TEAM
Risk: LCD, TRM
ShS: Corp. Comms, IT
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11. The SMCC Provides a Framework which Allows Business and
Employees to Engage in Social Media in a Compliant Way
Guidelines & Policies
•
External Social Media Guidelines:
Communication
•
csintra.net/socialmedia
 Information and rules for all
employees
 Information and instructions for
business engagements
•
 SMCC offering
 Request management
Policies:
 Global Communications Policy
 The Development and
Deployment of Credit Suisse
Web Sites (Global Policy)
Processes
•
Social media initiative requests
pass a standardized process
•
Dedicated social media advisors of
the core team support the
business from idea to
implementation
•
All initiatives need to pass several
approvals before going live
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 Supporting documents
 Social Media Blog
•
Corporate News (June 6)
•
One Magazine (Sept. 2)
Education / Training
•
Social Media and You video
 Addressing risks for every
employee and Credit Suisse
 Call to action to read the
guidelines
•
Social Media WBT for specialists
 Do’s and Dont’s for social
media managers
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12. Social Media Initiative Request Process: From Business Idea
to Final Implementation
Web STC >> Escalation and “game changing” requests
Social Media Competence Center (SMCC)
Strategy
Approval
Business
Idea
Business
Concepts
TB&C - Web Solutions
Risk & Corp.
Comms.
Compliance
Access
Compliance
Tool
Compliance
Training
Setup
Central
Approval re.
Brand
Compliance
Launch
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13. Every Social Media Initiative Needs to Support One of Our
Strategic Objectives…
1. Better understand our stakeholders
2. Raise brand and product awareness
3. Protect and enhance our reputation
4. Increase leads and conversion
5. Strengthen stakeholder relationships
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14. … and Comply with Our Social Media Platform Strategy
Focus on category leaders as primary platforms
Select the best matching platform per target group and activity
e.g. for Private Clients:
− Broadcast:
− Dialogue:
− Relationship:
Comply with the channel strategy per platform:
e.g. for Twitter: one channel per region and further channels only for specific
target groups/topics assuming at least one tweet per day and for individual
accounts.
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15. Credit Suisse has Already Started to Leverage Social Media
Capabilities Internally and Externally
eamXchange
Social MyPage
Communities
Internal
Collaboration
CS Wiki
Blog
Alumni Network
Closed
Communities
External
Social Media
Active Channels
Ideation
Social Q&A
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16. The Business Demand for Social Media Initiatives is High with
19 Initiatives Running and 8 Being Processed by the SMCC
Talent
Acquisition: 5
1
2
1
1
Reputation
& Branding: 15
7
2
1
2
Client
Service: 7
1
1
3
3
1
1
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17. Monitoring – Sysomos
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18. Facebook – Corporate, Careers, Bonviva and Viva Presence
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19. Twitter – Corporate and APAC Presence
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20. YouTube – Corporate and Hong Kong Presence
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21. LinkedIn – Recruiting & Relationship Manager Profiles,
Company Page Updates
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22. Eqipia – Recruiting
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23. Lessons Learned so far
The business demand for social media initiatives is high – alignment with social
media platform strategy challenging
It is a long way from a high level idea to a detailed concept and support by the
SMCC is indispensable
To gather all the required risk assessments is a cumbersome process,
particularly for global social media initiatives
For client service initiatives risk requirements can be a major road block
To define and measure meaningful KPI with the business remains a challenge
It is difficult to draw a line between personal and professional employee
activities
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24. Q&A
Q&A
Q&A
Q&A
Q&A
Q&A
Q&A
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