Gravity Summit DIRECTV, Charles Miller, Dr. Natalie Petouhoff
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3rd Annual Gravity Summit at UCLA
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Gravity Summit DIRECTV, Charles Miller, Dr. Natalie Petouhoff
- 1. How Social Customer Interactions Transform Business Charles Miller Director, Digital Care & Social Media Strategy @chasmiller Intro by Dr. Natalie Petouhoff Chief Strategist, Social Media at Weber Shandwick @drnatalie
- 4. THERE’S A NEW WAVE OF BRAND BUILDING
- 5. BRANDS are SOCIAL EXPERIENCES
- 7. How DIRECTV got started in Social We identified and bridged phone service and advanced user communities 6 yrs ago
- 9. Embrace Extreme Consumers They are loyal. They have resources. They add real value. SuperUser: TivoBurkee http://forums.directv.com *April 2010, Harvard Business Journal “Behold the Extreme Consumers…” *Only 8% of brand managers cater to Brand Super Users Owns > 200 remote controls
- 12. Use Social Media as a guide Source Data: Social Gastronomy 2010 UPS Case Study Social Media changes how customers source & select products
- 14. Focus on the customer experience Bloggers are not a Case Study – Use caution when experiences collide, And be aware of other brand interactions.
- 15. Questions?
Hinweis der Redaktion
- That’s because it’s only going to get more digital. The pace isn’t slowing down—it’s accelerating. Here’s one example how: More video has been uploaded to YouTube in the last 2 months than if ABC, NBC and CBS had been airing new content 24/7/365 since 1948; the date, by the way, when ABC first started beaming its signal into American households. But wait. That’s just the way many think about digital today—in terms of the “desktop.” What’s just around the corner is yet another sea change: the Web that’s not dominated by mobile. Reports now estimate that “mobile will take over the Web as soon as 2014”—in just 4 years. When they predict it will be 2x the size of the desktop Internet. How? The continued adoption of 3G and smart phones is a big reason. So is the unquenchable demand for the iPhone, iTouch, iTunes, and now iPad ecosystem of digital consumer content.
- In the April 2010 Harvard Business Journal, author Andreas Eisengerich encourages to embracing Extreme Consumers 82% Haven’t thought about how they can 65% Are wary of approaching them 10% Actively avoid them Only 8% actually engage these powerful consumers Spend more than 10% of their lifetime income on a brand
- In a world that is increasingly more complex brands need a more structured approach to social media and digital communications planning and execution… or they will continue to fracture their brands
- We not only solved this immediate service issue, we converted this into a crowdsourcing standard practice. Where we had detected emerging issues that surfaced from the call center floor, we now use online monitoring to detect and address issues as they happen. Benefits: Solve the problem 4x faster Direct customers to an action they can take to improve the situation Have customers we can contact and reference for immediate or after the fact follow-up
- We not only solved this immediate service issue, we converted this into a crowdsourcing standard practice. Where we had detected emerging issues that surfaced from the call center floor, we now use online monitoring to detect and address issues as they happen. Benefits: Solve the problem 4x faster Direct customers to an action they can take to improve the situation Have customers we can contact and reference for immediate or after the fact follow-up
- Case studies are not isolated, sometimes it can involve the same participates with vastly different outcomes. Case study traps are: Easy to isolate a case study, when in reality it is fluid The actors can cross over and reference good and bad experiences that influence their reaction to your product Customers want to know that their painful experience will not be repeated with others – this drives social activism “Comcast Must Die” Focus on delivering the best experience possible and you will not fall into that trap
- Case studies are not isolated, sometimes it can involve the same participates with vastly different outcomes. Case study traps are: Easy to isolate a case study, when in reality it is fluid The actors can cross over and reference good and bad experiences that influence their reaction to your product Customers want to know that their painful experience will not be repeated with others – this drives social activism “Comcast Must Die” Focus on delivering the best experience possible and you will not fall into that trap