November 2012

1. Harvesting insights from
social big data at Dell
George Sadler
Director, Social Media and Customer Insights
Global Insights Group (GIG)

2. Conversations
are happening…
…whether you
are listening
or not
2

3. Some “Predictions” Regarding
Market Intelligence of Tomorrow
1. Market Intelligence is quickly coming under the same
Transformational pressure that is sweeping through
IT marketing organizations.
2. The New Buyer is the catalyst and will create a more demanding
New Client for Market Intelligence teams.
3. Weekly or Daily intelligence demands will add to your Quarterly or
Monthly demands.
4. The best Marketing organizations will integrate their MI assets into a
single apparatus:
today’s “traditional” MI with tomorrow’s Social Marketing Intelligence.
5. Disintermediation…MI organizations who do not seize this opportunity
risk being bypassed by their internal clients.
Copyright 2012 IDC Used with permission from IDC – Rich Vancil, Group Vice President – Executive Advisory Strategies 3

4. How Mature is YOUR Social Marketing
Intelligence ? (IDC’s 2012 Social Marketing Maturity Model)
Optimizing
HIGH
Formal People
Formal Listening  Knowledge sharing culture
Communicating
 Distributed, Centers of
First Listen…. …then Communicate Excellence org structure
 Continued investment in
Developing  Intelligence is gathered  Communication via
training and staff
from listening with planned campaigns
socialytics (social data strengthened by listening Process
analytics applications)  Socialytics embedded to
People
Market Impact
Experimenting support executive decisions
 Enthusiasts evolve into People  Social marketing is
evangelists embedded in mktg/sales
 Investment in Social Marketing staff
 Collaboration difficult strategies
People  Investment in training
Process Technology
 Enthusiasts emerge  Greater movement towards widespread use
 Pockets of strategy  Predictive analytics in use
 No formal Social Process
Marketing staff  Little or no formal  Continued investment in
 Corporate level executive sponsorship
processes tools
Process  Policies and guidelines are in place
Technology Impact
 No strategy
Technology  Social Marketing increases
 No policies/guidelines  Small budgets
 IT is engaged awareness, provides value
 No executive sponsorship  Some automation tools
 Investment in socialytics (creating loyalty), and
Technology  Rarely supported by IT drives leads
Impact
 No formal investment Impact  Message amplification
 Inbound Social Marketing offers intelligence on markets,
Impact  Initial successes help  Social Marketing ROI is
prospects, and customers; and assists in product
drive adoption within reach
LOW
 Low impact development
 Outbound communications elevate awareness, have
increased impact, and begin to influence buyers
LOW Social Marketing Maturity HIGH
Copyright 2012 IDC Used with permission from IDC – Rich Vancil, Group Vice President – Executive Advisory Strategies 4

5. Leading social listening at Dell
• Chief Listening Officer and
Director of Social Media and Customer Insights
• 20+ years in intelligence, customer research, and
large-scale data analytics spanning national defense,
law enforcement, manufacturing, and technology
industries.
George Sadler • Current mission:
Chief Listening Officer – Own Dell’s global social listening strategy
Dell Social Media and Communities
Email: George_Sadler@Dell.com – Manage Dell’s Global Insight Group
– Develop innovative methods to derive customer,
competitive, and market insights from social media
– Combine Social insights with other traditional
research methods to build a more holistic view of
customers and markets
5

6. Listening is a full-time
commitment at Dell
Listen, Learn, Engage & Act
6 years ago: 4000 posts per day (English)
Today: 25,000 posts per day (English)
- Listening in 11 languages 24/7 -
6

7. COTS tools we use…currently
Listening, Publishing,
Engaging, and Analytics
Crimson Hexagon
Sprinklr
Vitrue Radian 6
Appinions
Brandwatch
Standard BI tools Data Processing
(Excel, SQL, SAS)
Clarabridge
NodeXL Whit.li
Visible
Data Providers
Kred
DataSift
FlipTop
Experian
LexisNexis
7

8. Creating new tools for measuring
marketing impact
• Using advanced statistical models to measure the impact of our business decisions on our brand
• Measuring and quantifying customer sentiment and enabling deep analysis of trends
• Working with academia to extend these models to new Dell use cases (e.g. NPS)
Brand Health Model Social Net Advocacy (SNA)
Dell Patent Pending
8

9. Customer insights without social
is only half the picture
How is social listening integrated with market,
competitive and customer research at Dell
Traditional research only
gives you half the picture and Listening to segmented “communities
social alone isn’t enough of interest” for insights, leads, and
influencers
Passive segmentation of social
signals for ethnographic and
unaided customer research
Quantifying social signals to
improve brand health
statistical models
Benchmarking social research against
more traditional methods
9

10. Developing new methods to conduct
customer research
• Answering questions without asking them and segmenting the responses in ways meaningful to us
• Listening to special communities (medium businesses, manufacturing, Fast Forwards)
• Developing comparable methodologies to traditional customer research approaches
Segmenting customer conversations in social… …to do unaided research
10

11. Some early successes…
 Identified 27 new product search terms based on how customers talk about products
– Increased SEM impressions by 27%
 Product use issues identified and addressed in social media earlier than other
feedback channels
 Embedding social media sentiment analysis into our business management system
/ dashboard
 Listening to Win8 conversations to influence our product naming, launch and
GTM strategy
 Preliminary analysis of customer sentiment trends have shown correlation with NPS
= “Social Listening Post”
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12. Thank you