5 steps to become a social business
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The five steps to follow to become a social business from Richard Margetic, Director of Global Social Media at Dell.
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5 steps to become a social business
- 1. 5 Steps in Becoming a Social Business Richard Margetic, Director, Global Social Media May 29, 2013 @ByJove
- 2. Global Marketing August 2006 Blog outreach expanded beyond tech Support March 2008 Accepted Solutions launched on Community Dell France begins Online Community Outreach December 2006 Ratings and reviews launched on Dell.com July 2006 Direct2Dell launched Today Direct2Dell exists in English, Spanish, Norwegian, Japanese and Chinese. February 2006 Michael Dell asks Why donât we reach out and help bloggers with tech support issues? February 2007 IdeaStorm launched A voting based site allowing customers and others to submit ideas for Dell. June 2007 Dell joins Twitter Sells millions in the first year October 2007 Community VIP program launched Dell launches recognition program for our most active community members, with private groups and escalated access. June 2006 Dell TechCenter launched March 2010 Dell joins Sina Weibo in China 2006 2007 2008 2009 2010 2011 March 2012 Dell and Red Cross launch Digital Operations Center Dell solutions provide the Red Cross with innovative ways to help Americans impacted by disaster August 2010 Social Media & Community University (SMaC U) launched 5,000 team members trained by end of year June 2010 CAP Days launched In- person events for vocal online customers December 2010 Social Media Listening Command Center launched More than seven years of social media experience 20132012 June 2007 EmployeeStorm launched IdeaStorm for employees August 2009 Swarm Canada launches Group buying program goes live throughout Canada May 2009 Swarm launches Group buying program goes live, in Singapore Feb 2009 Social Innovation Competition Built on IdeaStorm rewarding global social innovation July 2011 Michael Dell joins Google+ Jumps to #50 in followers, holds first Dell Hangout July 2010 Michael Dell on Dell Chatter Rolls it out company-wide July 2011 Dell launches global G+ site Feb 2012 Dell joins Pinterest October 2012 Dell launches Subject Matter Expert social media program January 2013 Dell Launches Social Net Advocacy Real time social sentiment tool December 2012 Dell launches Social Media Services Group January 2011 Think Tank program launched October 2011 Dell launches phase two of VIP program Brings enhanced advocacy relationship to our most passionate community members October 2009 Dell joins Renren September 2008 Dell launches Yammer First enterprise social network October 2009 SMaC organization launched Cross-functional central organization January 2010 Social Outreach Services team formed @DellCares launched 3 months later
- 3. Global Marketing Our Journey to Becoming a Social Business Dell saw Social Media as an opportunity to build and further nurture customer relationships through listening to, and engaging with, customers in meaningful ways. ⢠Realization: Social was impacting many parts of the business ⢠Challenge: Establish a framework that could scale across the business ⢠Solution: Define a platform-agnostic strategy, a governance model to manage, a communication system to educate / inform, an insights program to measure impact and a culture that embraces it
- 6. Global Marketing 2005-2006 ⢠Thousands of conversations about Dell and related topics of interest ⢠Conversations rich with valuable insights ⢠Various parts of the business impacted ⢠Online traffic/time spent shifting to social ⢠No Dell voice 4,000 online conversations per day regarding Dell ⢠Companies viewed customer support and marketing as primarily one-way. ⢠Marketing by Dell, its competitors and business in general involved traditional use of mass media.
- 8. Global Marketing Meeting the Opportunity ⢠Shifting from one way communications to conversations ⢠Undefined benefits from investing in social â Belief in social media impact will only get us so far ⢠Incremental resources needed â How do you justify shifting roles to social media management? ⢠Solve the complexity of coordination across multiple business units and regions â Conversations were around products, customer issues, technology trends, sales and more
- 10. Global Marketing Solution 1. A platform-agnostic strategy 2. A governance model to manage and scale 3. A communication system to educate and inform 4. An insights program to measure impact 5. A culture that embraces it
- 11. Global Marketing All social activities share the same roots
- 12. Global Marketing12 Confidential Smart business fundamentals never change
- 13. Global Marketing Social roots business fundamentals core social business strategy +
- 14. Global Marketing Foundation of social strategy: Focus on Value Drivers Value to Customers Value For Dell Social connections meet variety of needs across customer segments, and enable customers to ⌠Social connections create potential for tangible impact against Dellâs key value drivers ⌠Customer Insights to Drive Innovation Marketing Spend Efficiency Traffic Basket Size Cost Savings ⢠Retention ⢠Profitability Customer Lifetime Value Conversion Rate ⢠Brand awareness ⢠Lead generation ⢠Net Promoter Score ⢠Support ⢠Sales and marketing ⢠Unique visitors ⢠Visits/page views ⢠Average order value ⢠Indirect R&D savings ⢠Leaks in purchase path 1. Make meaningful connections based on shared interests 2. Express themselves 3. Receive exclusive rewards and recognition 4. Get advice, validation, and assurance about decisions 5. Solve a specific problem (their own or someone elseâs)
- 15. Global Marketing Integrate where Customer & Business Value are realized across all business functions Product Development ⢠Feedback Loop ⢠Early Warning ⢠New Product Ideation Marketing ⢠Demand Forecast ⢠Lead Generation ⢠Message Reach Online Presence ⢠Ratings & Reviews ⢠Communities ⢠Customer Stories Sales ⢠Collaboration ⢠Thought Leadership ⢠Blogs Customer Service ⢠Listening ⢠Support Widgets ⢠Outreach Communication ⢠Rich Media ⢠Brand Reputation ⢠Influence ⢠Reputation
- 16. Global Marketing16 Confidential 3/21/2 Listening to Be A Better Business, across the Business
- 17. 17 IdeaStorm Purpose Our goal through IdeaStorm is to give our customer an avenue to share their ideas on Dell Products, Services and Operations. Statistics ⢠60,000+ User Accounts ⢠18,000+ Ideas ⢠739,000+ Votes ⢠97,000+ Comments ⢠520+ ideas Implemented Value ⢠Revenue from IdeaStorm members is ~50% higher than non-members ⢠Purchase frequency is 33% higher ⢠Higher Lifetime Value
- 18. Global Marketing Listening: Who, What, Where Who Listening to whoâs talking tells you who your advocates are, your influencers, your ranters and your ravers. This forms the basis of all relationship marketing What What users are talking about gives you your marketing keywords, conversations, messaging points, identifies customer pain points, impacts search results. This is the basis of content marketing. Where Where customers are talking tells you which platforms you need to create a presence in, market to, amplify messages in and where to put your ad dollars 18 Relationship Marketing Content Marketing Paid Marketing
- 19. Global Marketing Solution 1. A platform-agnostic strategy 2. A governance model to manage and scale 3. A communication system to educate and inform 4. An insights program to measure impact 5. A culture that embraces it
- 20. Global Marketing Governance: Facebook Reinvention turned a jungle into a tended garden 20 2008, a search for Dell on Facebook returned 485 results, including abandoned, off-brand, unmonitored sites Governance reduced the number of official and non- official Dell pages, deleting noise & bringing focus to high priority Dell initiatives. ď Agreed upon governance model â To contain unbridled proliferation of sites that would harm the brand ď Consistent brand â To stay ensure alignment ď Taxonomy framework â To know where any new site fits and improve user experience ď Standardized tools â To minimize launch churn, maximize efficiencies by leveraging BIC functionality ď Shared agency â To maximize spend, avoid churn and stay aligned Results ď Governance process rolled out to all social media platforms â Processed ~1,000 social media requests to date, ď Cross-segment core team established to ensure interlocks and alignment â Extended team exceeds 50 weekly members ď Agreed upon core social strategy â Enables establishing presence in new platforms friction-free (Google+, Tumblr) ď Embedded tracking â Ensures all accounts in compliance are tracked effectively Today
- 21. 21 Social Media: Account Requests Social Media: Fans & Followers Social Media: Compliance ⢠169 Issues were reported ⢠139 Pages were taken down ⢠18 are Pending verification Social Media: Members by Region SMaC Governance Reporting â FY14Q1 Mar 2013 Processed Launched Sunset Declined 1,119 812 117 109 0 10 20 30 40 50 60 Consumer LE SMB Corporate/Global 52%43% 5% NARC REPORT Reported Deactivated Pending 0 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 APJ NA EMEA Global LA Total Fans 6,951,036 5,468,730 1,427,239 1,196,327 861,239 Total Fans
- 22. Global Marketing Social Media Inventory ⢠Sortable Inventory of all official Dell social presences â Eliminates redundancies â Informs the business of syndication options â Supports compliance â Helps manage footprint
- 23. Global Marketing Social Media Governance Process Defined governance process ⢠Enables management of social media footprint â Minimizes duplication â Maximizes content distribution ⢠Ensures standardized metrics ⢠Enforces brand standards ⢠Aligns on strategy ⢠Mitigates risk ⢠Drives platform efficiencies Reporting Compliance Sunset
- 24. Global Marketing Team begins by just listening and monitoring earned social. Tech support experts were then hand-selected for their tech problem-solving expertise and superior interpersonal skills. When pointed at owned social, our negative sentiment in Facebook was halved in the first two months On average, the team addresses 3,000 posts a week in 11 languages â 98% resolution rate â 45% ranters to ravers Customer Experience Today Social Outreach Team Formed March 2006
- 25. Global Marketing Solution 1. A platform-agnostic strategy 2. A governance model to manage and scale 3. A communication system to educate and inform 4. An insights program to measure impact 5. A culture that embraces it
- 26. Global Marketing Educating Employees: Social Media & Community University Principles Policy Processes Training & tools
- 27. Global Marketing SMaC U Today ⢠> 13,000 employees trained ⢠> 8.000 employees certified ⢠We train globally in 55+ countries â Focus on regions where our largest marketing, sales and product teams exist ⢠Launched a Training Ambassador program, where certified employees may apply to teach on behalf of the University. ⢠SMaC Champions: Certified employees given a list of social activities that they can participate in. One is crowdsourced translations of social media content.
- 28. Global Marketing Social Media Playbook ⢠Designed for Dell Marketers & individuals responsible for planning & operationalizing social media ⢠Helps plan, build, execute, measure & syndicate social media strategies ⢠Provides tools for creating KPIâs & measuring business value ⢠Includes helpful templates, checklists and worksheets Confidential28 Social Media Playbook
- 29. Global Marketing Solution 1. A platform-agnostic strategy 2. A governance model to manage and scale 3. A communication system to educate and inform 4. An insights program to measure impact 5. A culture that embraces it
- 32. Global Marketing Insights ⢠Social media engagement improves Dellâs reach and share of voice in the marketplace ⢠There is a causality between social media activity and engagement leading to Dell purchases ⢠Social media engagement positively attributes to demand generation ⢠Social media support improves sentiment, which correlates with higher customer revenue ⢠Social media engagement keeps Dell and customers connected and that improves loyalty
- 33. Global Marketing Solution 1. A platform-agnostic strategy 2. A governance model to manage and scale 3. A communication system to educate and inform 4. An insights program to measure impact 5. A culture that embraces it
- 34. Global Marketing Scalable strategy Clear objectives Defined processes Crisp communications Precise measurements+ =
- 35. Global Marketing Conclusion âEngaging in honest, direct conversations with customers and stakeholders is a part of who we are, who weâve always been. The social web amplifies our opportunity to listen and learn and invest ourselves in two-way dialogue, enabling us to become a better company with more to offer the people who depend on us,â Michael Dell, CEO
- 36. Thank You
Hinweis der Redaktion
- Dellâs use of social media really goes to the roots of who we are as a company: the power and value of direct connections with customers, as well as using the Web as a tool to be a better business. Our teams have been exchanging information with customers online since the late 1980s with listservs, and by 1996 we had our own Dell Community forums at Dell.com (other examples include: early leadership of e-commerce, the Web infrastructure to drive our supply chain, Premier Pages, etc)Today, we see social media as tool to be used across the fabric/functions of our businesses to build better business and be more connected with customers (i.e. the social web is not just about marketing or a customer support channel, rather it is a tool to be used to collaborate, connect and constantly do more with customers, from quality, to innovation, to building better business processes, to connecting and sharing real time, as well as solving technical or customer care issues) Highlights to pick out:Started with technical support (Customer service delivery)Just over 5 years ago became an early adopter using social media to connect with customers and build a better business. In March 2006 we established the Online Community Outreach team, a group of tech support experts that reached out to bloggers around the world who had questions or required assistance. Later that year we expanded blog outreach beyond tech support to include any conversations about Dell. 2006 was also the year we launched our blog, Direct2Dell.Moved into communications â using as a channel to tell our story â Direct to DellDeveloped into crowd sourced product and service development with IdeaStormGone multi-lingual â multi-platforms â from our own .com/blog out to those customers select for themselves â no good just listening to the conversations in English, in your own frontroom - got to get out into the street to hear what customers really thinkInternal and external â agent for collaboration and innovation within the organisation e.g. Employee Storm; ChatterDirect sales (or facilitation) channel â lot made of our sales on platforms like twitter with @delloutlet but also important to realise that buying behaviours for products and services are also now heavily influenced by the social web â the opinions of trusted friends often first port of call (social web friends; bloggers)âŚso bringing those views into the buying process is impactful â so dell.com brings reviews/ratings front and centre with customersPower of advocates/ambassadors not to be underestimated â your team members are powerful voices for your brand/products and services⌠SMaC training and open access to all the tools they need at work to both LISTEN and ENGAGENote: Google+Dell team members from around the around the world are early adopters and users of social media, most recently on Google+ and Pinterest.
- Dell has embedded social media across all businesses and functions, using it to build and nurture customer relationships through listening to, and engaging with customers in meaningful ways. Dell is committed to developing innovative programs that bring our passion for social connectivity and transparency to life, including the Social Media Listening Command Center, IdeaStorm, and a complete training and certification program empowering thousands of employees globally. These efforts contribute to product improvement, positive brand sentiment and an unmatched connection to our customers. Instead of targeting customers, Dell hears what they are saying and invites them to share their ideas.
- In fact, as I think back in history to the general store or the early department stores or the mom and pop shops in our neighborhoods, the smart business person was a true marketerThat business person knew his customers by name, had a connections with themIndeed therein lies the early beginning of successful business â not the advertisement of brand names but the intimate customer connectionsIn some cases, the general store was actually the community center. People shopped, chatted, shared news, played a game of cardsâŚ..So, as we talk today about social media, I think this context is importantâŚ.
- Social mediaâs rapid growth and measurable impact led to the realization that ad hoc solutions couldnât scaleWild West: Saloons and churchesPlatforms change, people donâtBlogs, MySpace, Facebook, Twitter, Renren, Tumblr, Pinterest, InstagramScaling needs:Consistent metricsEducationCommunicationGovernance
- âMan is by nature a social animal.â Aristotle The motives to engage, relate, share, be accepted are at the base of all social activity. In this sense, the digital world is no different than the physical. Our lives depend on other humans. Infants are born unable to care for themselves. Survival depends on another human's efforts. We develop and learn about the world around us through the filter of other people. Our connections to others are key to not only our survival, but also to our happiness and the success of our careers.
- People think thereâs a fundamental paradigm shift with the advent of social. There is a paradigm shift, but not at the fundamental level, which is constant.
- Lesson 3 and I have touched on thisâŚbut over 5 years we have found the conversations touch every part of Dellâs businessâŚâŚwell, I'm not sure accounting has many customer conversations about them ďTo realize business value from the customer, it is important that web interactions and conversations are heard by those who are most impacted, the relevant Dell team members and various parts of the business.
- "Today, 66% of online Americans are actively using social networking, but only 16% of companies use social media to engage with customers.âYou cannot have credibility saying you are customer-centric if you ignore your customers in social media channels.â Charlene Li
- According to ReadWrite Enterprise, âIdeaStorm is one of the touchstones of the enterprise social media age.â Launched in 2007, Dellâs IdeaStorm is a community site where anyone can submit ideas about improving Dellâs products/services, and allows the community to vote for their favorite submissions. Recently reinvigorated, the redesign supports more robust ideation, more prominent member presence and better social sharing. Dell has 28 IdeaStorm Partner employees, representing every aspect of our product line, who promote two-way dialogue between Dell and the community, IdeaStorm is also used to for customer feedback when Dell is in the process of designing/developing new products. In this situation, Dell puts its own ideas on IdeaStorm, hosting a âStorm Session.â Taking place in real-time, participants join a session to provide feedback on issues/proposed products.
- Recognizing the focus on resolution, where and when a customer needed it, Dell brought together a unified team of professionals covering both technical support and customer care on the Web for both business to business and consumer customers. Traditionally separate business units, the social media outreach services (SOS) team merged customer care and technical support into one effort. The team established its own âoutboundâ approaches, listening and hearing a customer in need and proactively reaching out to solve the issue, rather than waiting for the customer to call. Unlike the traditional phone queues, identity of the customer is not always clear, which means the team must operate without always having the benefit of the traditional âcase managementâ information in the Dell systems. Another unique factor impacting this operation is given Dellâs privacy and protection of customer data policies, the Web, unlike a phone call, is public. Therefore the SOS team works in a non-traditional manner to solve issues without the usual confirmation of names, addresses and service tags.
- Lesson 5 relates to giving employees the tools to do their jobâŚthat means training.At Dell, We have put in place a robust social media and community curriculum that covers everything from our policies about transparency and protecting company and customer information to how to best use tools like Twitter, Facebook, LinkedIn, and blogging
- Not everyone necessarily needs to be active on the Web. However, as the social Web emerges as a key marketing tool, every marketing leader needs to understand how to think about challenges, opportunities, costs, and how the social Web may or may not be a part of a marketing campaign or program. The Dell Social Media Playbook is a 105 page internal guide for planning and executing social strategy for the worldâs largest social platforms including social networks, microblogs, video blogs, professional nets, as well as photo sharing, presentation, and publishing sites. Dell CMO, Karen Quintos introduces the guide saying, âSuccess in marketing means recognizing that experts in the social universe have the power to become some of our most authoritative advocates. Exceling as a social business means embracing these relationships and incorporating the feedback we get across the entire fabric of Dell so that we can continue to delights our customers with every touch point.â The innovative guide teaches marketers to build, engage, promote and track successful social media campaigns on behalf of the company. It also talks about tracking listening data before a market launch and how to factor this into messaging development.
- Our social media engagement improves Dellâs reach and share of market voice, establishes causality between social media activity and engagement, and contributes greatly to demand generation and higher customer revenue. Most importantly, our social media efforts improve customer loyalty through the solid relationships we build and nurture.