1. Social for Utilities
May 21

2. Who we are

3. Our
We’re a global social business consultancy...
We are the leading global,
Vision
A future in which all businesses are social businesses.
What does that look like?
CUSTOMERS
integrated, end-to-end social
business consultancy.
PEERS PARTNERS
We are leaders in social business
strategy, not just tactical
implementation.
EMPLOYEES INFLUENCERS
We connect the social media
presence of an organisation with
internal functions to drive more PEOPLE
and their networks power
powerful external engagement. how business gets done.
PROCESSES TECHNOLOGIES
are designed for enable and optimize
collaboration the ecosystem
WE TRANSFORM COMPANIES TO
THRIVE IN A SOCIAL WORLD
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4. Dachis Group London: some of our customers
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5. “Social media is growing up”

6. Social media is here to stay
- 800 million active users - 250 million tweets per day - 2 billion views per day
- 350 million active users - 100 million active users - 15 mins: the average time
through mobile devices - 182% increase in mobile spent per user per day
- Present in over 200 users over past year - 23 countries and 24
countries, covering over 70 languages
languages
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7. ...most companies are engaging on channels
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8. But few have translated engagement to value
Activities & Activities &
Behaviours Behaviours
Consumers Company
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9. We believe there are three reasons...
Ability to engage the
right people with
customers
Disconnect between Connecting On
company and consumer and Offline to deliver on
expectations the brand promise
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10. We believe there are three reasons...
Ability to engage the
right people with
customers
Disconnect between Connecting On
company and consumer and Offline to deliver on
expectations the brand promise
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11. Disconnect between expectations and reality
50% of people want customer service when
interacting with brands on social media
28% of people want customer service when
interacting with brands on social media
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12. Means you may need to re-think your approach
Social media is not just about having
a presence on Facebook or sharing
on Twitter; it is about a fundamental
shift in the relationship between
customers, brands and markets.
Success comes from understanding
how to build relationships and
provide value to each individual who
comes into contact with the brand.
Being there is not enough. You need
to have something to say, to share
and to offer.
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13. Connecting customers to the right information
Employees moderating social
channels aren’t always the right
people to resolve issues and can
become bottlenecks.
Insight and trends from social team
can be leveraged to deliver
improvement across key functions
both in short and medium term.
Traditional hierarchy approach to a
different way of working.
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14. Connecting the online and offline experience
21st century models are about
providing customer intimacy at
scale.
The whole relationship with the
customer across every touchpoint,
and how this affects satisfaction,
recommendation and influence.
Organising for social commerce
means building on existing
strengths and developing deeper
relationships online and offline to
deliver on the brand promise.
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15. Moving towards a “Social business” –
social inside and out
Moving from a siloed environment
towards a social internally.
Connecting employees to the market
“real-time”.
Delivering on the social brand
promise by being “social on the
inside, social on the outside”.
Requiring change not only of tools
and systems, but more importantly
mentality.
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16. So what does this mean?

17. Excellence at the
moment of truth,
regardless of
channel, is the key
challenge for
utilities providers.

18. Nokia – Moving from “likes” to a connected company
Present on all the social channels
but not able to react to the market in
real-time.
Culture of limited accountability –
only marketing and customer is in
touch with customers but they’re
asking for more and giving more
insights.
Strong internal network and
collaboration, but not connected to
the outside or able to scale to provide
customer intimacy.
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19. Turning insight into action – Nokia
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20. Getting practical

21. Foundations of the strategy are key
Campaigns and Activation
Curation and Customer
Community
Product experience
broker
selection online/offline
Social tech Connected
Governance company
infrastructure
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22. Social Governance – Rethinking roles and rules
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23. Social Infrastructure – Connecting the dots
What
Create a minimum viable connected
infrastructure and channel objectives Facebook
- Main focus for
to support social engagement. customer service
- Billing questions
Why
Join up channels and create the Community
Blogs
foundation for the social engagement Sites
strategy.
Website
- Sales tool
YouTube Twitter
- First line - Customer Service
customer care - Incident Reporting
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24. Connected Company – Connecting employees
What
Create enough connective infrastructure
Office based
(i.e. enabling sharing of information employees Field
through internal communities) to enable
employees to engage with each other to
leverage their collective expertise
Why
Without employees being connected and Expertise Product
able to share expertise we cannot deliver
Incidents Advice
Information
customer experience, nor share their
knowledge on social channels.
Platform
Customers
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25. Combined with value add for customers
Campaigns and Activation
Customer
Community
Curation experience
broker
online/offline
Social tech Connected
Governance infrastructure company
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26. Curation – Making finding content easy
Cisco
Large repository of data, but people
will only watch it if they can find
the info.
Employees as authentic providers
of content.
Easily searchable content by topics
and popularity to drive use.
Integrated with other social channels
to drive viewing.
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27. Community Broker
Vodafone
Development of community Facebook
for engaged users as the first point of
call on Facebook.
Ability to ask questions on the forum,
find answers from other community
members.
Focus is on users helping users
with a strong community who
“auto-corrects”.
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28. Crowd sourcing new offers
Barclays
Development of a new credit card
through crowd-sourcing in a
community forum.
Members make recommendations on
features, with community members
voting.
Drives early buy-in for products which
corresponds to customer demand
rather than marketing analysis
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29. Final thoughts
Approach to social must be longer
term, with an honest assessment of
why customers should engage.
To scale and deliver real
engagement, organisations need to
shift their approach to leverage the
whole organisation “social business”
A key component of any social
strategy needs to be a re-think of
what roles employees can play to
deliver on brand value and trust
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30. Questions?
dominika.tomek@dachisgroup.com
@dominikatomek