Presentation from the Lithium Get Real Tour event in Chicago on Sept 22, 2010 featuring Katy Keim (Lithium), Sean O'Driscoll (Ant's Eye View), Todd Shimizu (Juniper Networks).

2. @katykeim

3. @katykeim

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5. @katykeim

6. ‘All you vendors come through my door, and it sounds amazing. But it’s pretty tough to tell what’s real.’ CMO, Fortune 500 Company A Confession @katykeim

7. It’s Hard For Us Too We have 80,000 fans on Facebook, 25,000 on Twitter and a blog. We have a strategy. @katykeim

8. Real or Fake? hi, I’m really disappointed about this <blank> laptop, I used it to play games, works very slow, sometimes shuts down, so never want to get <blank> again. @katykeim

9. Real or Fake? Said it before, saying it again <blank> ur online system SUCKS. US Bank urs is pretty fine @katykeim

10. Real or Fake? I recommend <blank>, that’s where I found my car @katykeim

11. Tapping the Conversation & Getting Results Real Results with Social Customers Katy Keim Chief Marketing Officer, Lithium @katykeim

12. A mobile / cellular provider builds a completely new business with just over a dozen people, embracing its passionate user community and passing the savings back to the subscribers Let’s Get Real @katykeim

13. giffgaff @katykeim

14. Let’s Get Real A Fortune 100 can transform its business to engage customers in all social channels, saving the company millions and blow customer loyalty through the roof @katykeim

15. Hewlett Packard $10M saved in call deflection Positive sentiment▲ by 300% Negative sentiment ▼by 50% 300% increase in search engine placement for top keywords @katykeim

16. Let’s Get Real A global communications leader can keep track of millions of relevant conversations, viewpoints & discussions across the social web @katykeim

17. Motorola @katykeim

18. What is Success? Lasting Value Deep Engagement Measurable Results @katykeim

19. Becoming An Engaged Enterprise Sean O’Driscoll CEO, Ant’s Eye View sean@antseyeview.com

20. Who is Ant’s Eye View? Ant’s Eye View is the industry’s only practitioner brand. Our leaders are experienced professionals who’ve delivered tangible business impact at large enterprise organizations. 19

21. My Light Bulb Moment 20

22. Conversation = The Experience Economy The economy has slowed in major markets, making organic growth harder to achieve. The battle with existing competitors is even more intense. Emerging market competitors are fighting on price and functionality while new entrants are coming out of the woodworks as barriers to entry in your brands’ categories lower. To make matters more challenging, your traditional marketing tactics are less effective. Consumers trust and are heavily influenced by peers, friends and even strangers online. Consumers are rapidly switching away from the channels you’ve honed for years, and every available channel has gotten a lot noisier. Not to mention, the rapid adoption and growing confidence with digital tools such as mobile devices and social technologies have changed expectations in consumers’ minds – they now expect engagement and service in real-time. Internally, your employees are also changing. Your newest employees demand a flatter and more open environment. And their expectations aren’t significantly different than that of consumers – they expect collaboration in real-time with few, if any, barriers to information and resources. To compete in this experience economy, the way to beat competitors and achieve growth is by investing in long-term relationships with your consumers through consistent engagement in the places where they are, not where you necessarily want them to be. To win in the Experience Economy, you must become an Engaged Enterprise. 21

23. Conversation = The Experience Economy The economy has slowed in major markets, making organic growth harder to achieve. The battle with existing competitors is even more intense. Emerging market competitors are fighting on price and functionality while new entrants are coming out of the woodworks as barriers to entry in your brands’ categories lower. To make matters more challenging, your traditional marketing tactics are less effective. Consumers trust and are heavily influenced by peers, friends and even strangers online. Consumers are rapidly switching away from the channels you’ve honed for years, and every available channel has gotten a lot noisier. Not to mention, the rapid adoption and growing confidence with digital tools such as mobile devices and social technologies have changed expectations in consumers’ minds – they now expect engagement and service in real-time. Internally, your employees are also changing. Your newest employees demand a flatter and more open environment. And their expectations aren’t significantly different than that of consumers – they expect collaboration in real-time with few, if any, barriers to information and resources. To compete in this experience economy, the way to beat competitors and achieve growth is by investing in long-term relationships with your consumers through consistent engagement in the places where they are, not where you necessarily want them to be. To win in the Experience Economy, you must become an Engaged Enterprise. Features & Price Employee Expectations Influence Model Changes Win on Relationships 22

25. Channels yielding impactful results

26. Listening yields action (internal and external)

27. Employees engaged, confident and competent

28. Rigor in dashboards is moving executive numbers

29. Systems and tools are optimized

31. Focusing the channels, clear purpose and strategy.

32. Listening yields implications, but crisis causes confusion

33. Focused effort on training and education

34. Baseline framework for metrics

35. Tools consolidation

37. Lots of dabbling in social channels

38. Monitoring conversations in silos

39. Uneven distribution of competency in social

40. Silo’d metrics measuring silo’d activities

41. Fractured tools, but proliferating

43. Marketing only through traditional channels

44. Ambivalent to online conversations about the brand

45. Little knowledge and no competency around social

46. Traditional measures of success (SAT, Impressions, etc.)

47. Social not on executive radarTraditional 23

49. Breakthrough business results: revenue and loyalty

50. Entire employee base has 360 view of the customer, can anticipate needs

51. Customer engagement in DNA

52. Dashboards tie to core business metrics

53. Ideal mix of brand advocates (breadth and depth)

54. Senior executives are leading with customer engagement

55. Speed products and services to market, with built-in demand

56. Know where, when, and how customers will buy, how to best support them, and whether or not they will advocate for you.

57. Manage risk and fiduciary responsibilities better, despite the uncertain times

58. Differentiate on relationship – not price

59. Get and retain the best talent

60. Have more efficient research, development, marketing and support operations

62. “I recommend you”

63. “I feel valued and heard”

64. “You anticipate my needs”

65. “You get me”

66. “You don’t make me guess”

67. “I would never buy a competitor’s products”

68. “My life/family/hobby is better because of you”Deep Customer Insight + Empowered & Engaged Employee Base 24

70. Employee Training and Education

71. Measurement Framework

72. Participatory Marketing StrategyAssessment: Company is currently in Stage 2. Some executive support and internal excitement, but engagement activities are fractured. No centralized team, strategy and measurement makes it tough to completely align and move forward to Stage 3. 25

74. Bridge Service is Marketing gap

75. Define channels for customer engagement, by task

76. Set audience expectations on when and how you will engage

77. Build a culture of operational discipline & employee empowerment

78. Focus on depth vs. breadth – fewer things done deeply

79. Focus on “engagement points” vs. “touch points”

80. Find, Thank and Engage your advocates – systematically26

81. Lithium 2010 Thank you! Sean O’Driscoll www.antseyeview.com sean@antseyeview.com 425-443-7064 27

82. Fast Tracking JUNOS Users WOM with Community Users Todd Shimizu Director, Developer Relations Juniper Networks

83. Flashback: June 2009 Goal: Increased uptake of Junos Software How: Certify The World Measure: 14,000 new Junos certifications in ‘09 So how were we doing? 3,600 (26% of Goal) Translation = Not Good Weekly run rate: ~125 Needed run rate: ~400

84. So what did we do? Back to marketing campaign basics Audience: get personal Offer: 100% off exam & study guides Vehicle: traditional eDM, but… What was missing? Power & velocity of our own social web The Plan: fully integrated program re-launch July 21, 2009 Free Offer eDM LinkedIn Ads Twitter Media Digg YouTube New Portal J-Net Community Career Sites WWW http://forums.juniper.net/t5/J-Net-News/Groundswell-Awards-2009-Juniper-Networks/ba-p/25364

85. Real Results: End of 2009 So how did we do? 47,000 (>300% of Goal) Translation =  Weekly run rate: >2000

87. The Most Recognized Brands Depend on Us

88. Social Needs to Deliver on Multiple Levels Consumer Insights Skills & Know How Full-service The Marketer Business Solutions Analytics Benchmarking The Company Consumer web experience Authentic, real-time response The Customer

89. How Lithium Can Help Communityhosted by you Conversationson the social web One set of customer insights @katykeim

91. Self Assessment - Example Recommended Initiatives: What key initiatives are needed to advance? Assessment: What Stage is our company in? 37