Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Ähnlich wie Shoutlet CMOUS - Public
Ähnlich wie Shoutlet CMOUS - Public (20)
Shoutlet CMOUS - Public
- 1. 1 HOW CONNECTING THE DOTS BETWEEN SOCIAL AND YOUR CRM WILL REVOLUTIONIZE MARKETING @teresacaro #CMOUS October 22, 2014
- 2. WHY and HOW? • Take a strategic approach • “Know” your best customers • Leverage your first party data • Put privacy fears to rest 2 @teresacaro #CMOUS
- 3. 3 AGENDA Opportunity Challenge Solution @teresacaro #CMOUS
- 4. Source: Building the Social Enterprise, McKinsey, November 2013 4 SOCIAL DRIVES VALUE McKinsey, reported that social can create as much as $1.3 TRILLION IN VALUE in the four business sectors it examined (consumer package goods, consumer financial services, professional services and advanced manufacturing). @teresacaro #CMOUS
- 5. Source: The Customer-activated Enterprise, IBM, October 2013 5 TOP PERFORMING ORGANIZATIONS ARE THE ONES COLLABORATING WITH THEIR CONSUMERS @teresacaro #CMOUS
- 6. Source: The Customer-activated Enterprise, IBM, October 2013 6 THE DEGREE BUSINESS OBJECTIVE ALIGNMENT AND INTEGRATION ACROSS CHANNELS IS A DIRECT CORRELATION TO SUCCESS @teresacaro #CMOUS
- 7. 7 AGENDA Opportunity Challenge Solution @teresacaro #CMOUS
- 8. 8 ONCE UPON A TIME… MARKETING WAS INTEGRATED @teresacaro #CMOUS
- 9. 9 THEN WINTER, I MEAN DIGITAL CAME… @teresacaro #CMOUS
- 10. Email SEO Social Display SEM Affiliate Traditional 10 AND 7+ KINGDOMS WERE CREATED @teresacaro #CMOUS
- 11. 11 AND THEN THERE WAS THAT MILLENNIAL FROM THE SOCIAL MEDIA TEAM @teresacaro #CMOUS
- 12. No Integration – No Strategy – Dilution of Data – Increasing Costs – No Clear Impact Where are we today? @teresacaro 12 #CMOUS
- 13. PEOPLE FORGOT INTEGRATED MARKETING GENERATES BETTER RESULTS FOR LESS MONEY 13 @teresacaro #CMOUS
- 14. Business Mission Business Objectives Social Media KPIs Social Media Strategies Social Media Tactics/Metrics “80 percent of marketers incorrectly begin with tactics instead of goals [objectives].” eMarketer Report START HERE NOT HERE 14 NEARLY EVERY KINGDOM STARTED FOCUSING ON TACTICS @teresacaro #CMOUS
- 15. 15 THE POWER OF CONTENT AND DATA BECAME DILUTED •PR-specific content •Earned media data •Influencer data Corp Comms / PR •Marketing-specific content •Brand research data •Consumer survey data Offline Marketing •Marketing-specific content •Cross-channel engagement data •Social research data Digital Marketing •Website content •Behavioral data •Sales data Website •FAQ content •Satisfaction data •CRM data Customer Care •Internal content •Employee data •Recruiting data Human Resources ENTERPRISE-WIDE @teresacaro #CMOUS
- 16. 16 REALITY HIT THAT SOCIAL MEDIA IS NOT FREE SOCIAL ADVERTISING ORGANIC REACH SOCIAL NETWORKS Just starting to prove itself, making it difficult to justify and obtain the budget Each is unique, making optimizing each one challenging, especially with how frequently they change Has declined as networks ramp up advertising initiatives @teresacaro #CMOUS
- 17. Source: Forrester Research Social Media Forecast, 2011 To 2016 (US) 17 SOCIAL MEDIA SPEND IS ESCALATING @teresacaro #CMOUS
- 18. Gartner estimates that 80% of social business projects between now and 2015 will yield disappointing results because of a lack of leadership support and a narrow view of social as a technology rather than a business driver. 18 SOCIAL PROJECTS STARTED FAILING @teresacaro #CMOUS
- 19. 19 BASICALLY, IF SOMETHING DOESN’T CHANGE, OUR SOCIAL MEDIA CAREERS WILL BE SHORT @teresacaro #CMOUS
- 20. Source: Social Business: Shifting Out of First Gear, MIT Sloan Management Review, 2013 20 THE WAR OF THRONES NEEDS TO STOP “The fragmented use of social across an organization is a primary one. So as a result, it requires a fundamental shift in the way that companies gather insight and normalize it across different data sets and different departments.” Susan Etlinger, Altimeter @teresacaro #CMOUS
- 21. 21 AGENDA Opportunity Challenge Solution @teresacaro #CMOUS
- 22. No Integration – No Strategy – Dilution of Data – Increasing Costs – No Clear Impact 22 HERE’S THE PLAN @teresacaro #CMOUS
- 23. OBJECTIVES Business Objectives B BUSINESS OBJECTIVES What We Want to Accomplish SOCIAL STRATEGY How Will We Achieve Our Objective Proving the Value of Social: A Guide to Useful Social D E MISSION Why We Are Doing This 23 TAKE A STRATEGIC APPROACH PRIORITIZE MEANINGFUL KPIS @teresacaro #CMOUS For more details: For more details: Proving the Value of Social: A Guide to Useful Social Media Analytics Media Analytics
- 24. Companies That Best Understand All Aspects of the Value Chain AFFINITY DATA • Influence • Education • Page Likes • Interests 1ST PARTY DATA 3RD PARTY DATA • Household Income • Address • Credit Score • Marital Status • E-mail • Purchase History • Rewards Program • Favorites • Social Conversation History • Contest / Sign-up Data • Campaign Participation 24 and Get a 360-degree View for the Customer --- WIN Hubertue (Huub) Devroye, Director of Global Marketing & Demand Generation, The Dow Chemical Company, Switzerland @teresacaro #CMOUS KNOW YOUR BEST CUSTOMERS
- 26. 26 EXTEND IMPACT ORGANIC REACH • View social as part of a broader ecosystem • Focus on social as a channel for advocacy • Integrate with customer care @teresacaro #CMOUS
- 27. About • Leading European confectionary company Objective • Uncover product purchase insight • Increase brand passion and drive advocacy Campaign • Recruited fans to be a part of an exclusive taste-testing team • Gathered customer data including what fans like about Goody Good Stuff Results • 64% increase in new customer data acquisition • Increase in online engagement • 4,800 new Shoutlet Profiles – customer database with affinity data • Learned that “natural” is the most important to customer when purchasing product Full Case Study 27 PRODUCT / ADVERTISING Social Research @teresacaro #CMOUS
- 28. About • Online Grocery Delivery Company Objective • Meet the customer where they are requesting service Campaign • Customer service team has restricted access to Shoutlet to monitor, manage, and respond to customer service requests • Identify types of requests include product feedback, testimonials, and complaints Results • Collaboration with Marketing and Customer Service Teams • Increased customer engagement and satisfaction • Improvements to company based on customer feedback 28 CUSTOMER CARE Branded Discussions @teresacaro #CMOUS
- 29. 29 EXTEND IMPACT SOCIAL ADVERTISING • Run pilot programs or tests • Think beyond direct response • Brag to budget owners @teresacaro #CMOUS
- 30. Objective • Drive awareness and acquires new customers for a new weekend brunch menu Campaign • Segmented known and engaged customers in Shoutlet Profiles • Uploaded data to Facebook advertising • Targeted ads to a Lookalike Audience Download Full Case Study 30 ADVERTISING Lookalike Modeling Results in comparison to non-targeted ads: @teresacaro #CMOUS
- 31. About • HSN Home Goods Brand Objective • Drive & track sales via social media Campaign • Ran Facebook sweepstakes where fans could win gift cards to Ballard Designs • Once they reached 80,000, a 20% off coupon was delivered to entrants, encouraging virality Results • Over $400,000 in revenue within 5 days • 72% increase in fan base • Over 31,000 contacts added to customer database Download Full Case Study 31 EMAIL MARKETING Consumer Identification @teresacaro #CMOUS
- 32. 32 EXTEND IMPACT SOCIAL NETWORKS • Create a pre-emptive strike plan @teresacaro #CMOUS
- 33. Obtain executive level sponsorship Agree to a single strategic framework that ties effort to business objectives Define governance structure to clarify roles and responsibilities Incent collaboration amongst leaders Assess teams’ readiness to lead or support digital/social Create integrated marketers through cross-training Centralize content and define role/purpose of channels Integrate your technology to allow for cross-flow of data Follow 70-20-10 rule to innovate and evolve, without getting distracted 33 PRE-EMPTIVE STRIKE ACTION PLAN @teresacaro #CMOUS
- 34. THANK YOU Any Questions? @teresacaro #CMOUS
Hinweis der Redaktion
- My name is Teresa Caro and I lead Shoutlet’s secret weapon, Industry Solutions. We provide the technology that allows you to be more efficient and more effective in the organic social space. The reason why my team is the secret weapon, is we partner with you/your agency to understand your business needs, create a strategic framework and then align the technology to ensure we’re meeting those business objectives. There isn’t a train you and forget you mentality with Shoutlet. Now enough about me. How many of you are combining your CRM and Social data at this point? I had a CPG client. Ahead of their time. 5-6 years ago. Centralized CRM organized. Really bought into the whole you need a single view of your consumer. I told him he needed to start driving social data into that view as well. His response? Why? I just finished incorporating my web data into this view and I don’t know what to do with that, why do I need social data? Why indeed.
- First let’s cover the why..
- http://www.mckinsey.com/insights/organization/building_the_social_enterprise Lots of smart people out there are saying social is driving some type of value. McKinsey decided to put a $$ amount on it. In fact, McKinsey, Deloitte and IBM all put out c-suite reports about social last year. Just Google it or ping me and I’ll send them to you. For now, I’m just highlighting some key points.
- Andrew, Hooter’s putting social media in the hands of their girls. Lowes Foods launching a store redesign and maintaining those relationships with local influencers
- Lack of a cohesive social media plan Competing priorities or initiatives Difficulty in measuring initiatives or returns Outperformers (the light blue) have an integrated strategy
- Okay, so all the pundits are telling us that there is power in social media. We just need to be willing to go to battle for it. Problem is there are a lot of battles going on already. Because…
- Who recognizes this map? Who hasn’t seen Game of Thrones? Okay, quick debrief: king dies. His supposed teenage son takes the throne. He’s big tool. The leaders of the seven kingdoms all know this kid is a tool and decide for one reason or another to go to battle to become The King. Well, the same goes for marketing. For a moment in time, marketing was integrated. In 1993, Sergio Zyman became the first to carry the title of CMO when he joined the Coca-Cola organization. My favorite MBA text book in the 90’s was my Integrated Marketing Communications text. We were all about it.
- Digital changed all that. Next slide.
- Think about the expertise required to manage each of these channels. We have whole companies even with us today that focus on each of us. One goes as far as focusing on local search. If you haven’t met them, definitely reach out before the conference today. ASK CROWD, WHAT DEPARTMENT IN YOUR ORGANIZATION OWNS SOCIAL? To make matters worse, everyone thinks they “own” social. And everyone is trying to predict who will “win?” and get all of social.
- Now hopefully, the millennial running your social media community management efforts isn’t a tool like Joffrey. Chances are they are quite nice, quite engaging and if you hired correctly and let them do their job, your consumers love them. This millennial is the heart and soul of your brand. They are the outward reflection of who you are internally. The problem is, no one has taken the time to teach this person about integrate marketing communications. This person is the reason my team exists. We need to teach the Joffrey’s of the world not how to be king, yet how to show the true power of social by integrating with the rest of the organization.
- No Integration – No Strategy – Dilution of Data – Increasing Costs – No Clear Impact
- So, where has this battle gotten us? The see the importance, yet they are not doing it. This is a chart from 2012. It basically shows that the majority of people either agree or strongly agree that integrated marketing drives better results. That a multi-channel consumer is more valuable to the organization. This is 2012. And they are agreeing, yet few organizations are taking this approach.
- What’s happening instead? 80% are starting with tactics.
- We also know intuitively that data and content have been spread across the organization. Biggest complaints I hear: I can’t get access to the customer data I can’t get access to all the analytics data I wish I could get more access to the content that’s being created across department and across the globe I wish I knew what happened to the consumer once I turned them over to customer care
- The only metric anyone believed in was engagement. Now engagement rates are on the decline. The advertising folks only understand the social ads that look like ads to them. Anything different from that makes no sense. The social networks keep changing the game. Foursquare changed its app completely and along with it the API. I spoke with a friend from a bank where it takes forever to approve any kind of plan and as soon as her Linkedin plan was approved, Linkedin changed everything.
- And all of you are looking around at your agencies, your internal resources and people like me and saying, “I’m spending all this money. It’s increasing year-over-year and for what? What’s the value of social?”
- Remember what IBM and McKinsey said. There is value in social. And those that have figured out are outperforming their competitors. Think about Burberry. L2 gave them a terrible rating one year. A year later they were number one on the brand value report because of Angela Ahrendts.
- What I have found with companies, that unless you scare them, they don’t change. So here’s my scare tactic. And hopefully you’re social media team is not poisoned, beheaded or stabbed. Yet, at some point one of you is going to walk down the hall and ask, “What is the value of social.” And you’re no longer going to take “it can’t be measured” as a response.
- It’s going to be up to all of you to make this change.
- Typical schpeel
- Don’t collect data for the sake of collecting data. Don’t turn to us a year later and say “There’s nothing in our Shoutlet profiles.” when you didn’t take the time to figure out what you need in those Shoutlet profiles. Facebook has all the affinity data, yet it’s not yours. It’s not owned. CRM has all the owned data, yet they have no visibility to your consumer behavior in the social space. Krux Digital who many of you have spoken with will tell you that you need to own your data. We’re going to tell you you need to own your data. Yet what data? So let’s go back to the strategic framework. I don’t care what industry you are in, sales are impacted by ratings and reviews. One of my team came from a big CPG. They claim they could get a 50% lift in sales if they got people to write reviews before the product launched. Forrester says those content creators are 4-7% of the population. Social can help you surface these people.
- BE SURE TO DO THIS SLIDE AND ASK IF OTHERS WANT TO SHARE HOW SOCIAL IS DRIVING VALUE. Net Promoter Score. WHO USES NET PROMOTER SCORE HERE? DOES YOUR CUSTOMER CARE DEPARTMENT HELP WITH THIS MEASURE? OR IS IT A RESEARCH STUDY? HOW MANY OF YOU ARE USING SOCIAL LISTENING AND SENTIMENT? Here’s the deal. You need all three. Yes, the statistical report provides the most accurate gauge. Social is a great indicator – volume of conversation, type of conversation. Same for customer care. Yet, all three need to work together. I can do a whole presentation on this topic. Re-targeting, lookalike modeling Email segmentation Content creation Product innovation
- Bas Komen – Global Digital & Social Media Director at Cloetta Leading confectionery in the Netherlands
- Hilton Chicago – saw a Tweet. In town for business. Looking for dinner recommendations. Close by your hotel, provided feedback. Became a trusted source.
- I spoke with one of our brands who works with a Paid PMD and sees 100% ROAS. So she’s looking at us to say, what can you do differently? We’re not going to make the impact that paid PMD’s are making. Yet, what if social was able to move the needle 0.1% per month – for many for spend millions per month, that easily pays for the team and the technology and then the rest of the value is gravy. Also, don’t think of it as just ad sales. You will find a lot of your best consumers in social – the ones who are loyal and willing to create content such as videos, pictures and reviews. According to Forrester there is a small percentage of these folks, yet they are your best consumers, spending more than anyone else and generating incremental revenue for you
- Description: HuHot Mongolian Grill looked to their online fan base to help determine which of their seasonal sauces should have a permanent spot on the menu in an effort known as crowdsourcing. Using Shoutlet, HuHot was easily able to design and publish the same contest in multiple locations using an everywhere page that simultaneously helped track how many votes they received from each location. The #SaveMySauce poll both engaged fans by giving them a unique opportunity to "save" their favorite sauce and acted as a focus group where HuHot could gather important customer insights on their brand and products. HuHot uncovered an important insight from fans - their favorite sauce - while also making fans feel integral to this Mongolian grill's business. During the time the poll was live, they saw the following engagement: 4,667 votes cast 1,796 new members added to marketing database A new sauce has also been permanently added to the company’s sauce bar per customer feedback - Khan’s Revenge.
- Ballard Designs ran a Nifty Gifty sweepstakes in April of 2013 that gave fans a chance to win $2,500 (1) $600 (2) $100 (10) in Ballard Bucks. The promotion also gave everyone on Facebook an exclusive 20% discount code if the page reached 80,000 likes. The discount code was deployed through their email marketing system, and fans had to use the coupon within 5 days of the email-deploy. This created a sense of urgency in fans to purchase so they did not lose the coupon. The 20% coupon drove the following sales numbers for the company: -859 gross orders -3,036 gross units -$404,577.71 gross demand In addition, by promising the distribution of the 20% discount code once Ballard reached 80,000 fans, the company was quickly and easily able to increase their fan base. While the promotion was live, Ballard saw a 72% increase in fans, giving the company a larger audience to whom they could promote their products through social. Ballard used a form in their contest, which also allowed the company to collect important fan data. They collected a total of 31,559 names and 11,847 email addresses, enhancing their e-marketing database for future contact and sales.
- Break down the silos - Gartner recommendations include defining marketing's role, fostering two-way dialogue, collaboration amongst leaders, increase involvement, increasing revenue responsibility and testing viability. The fact that these are recommendations in 2014 are both telling and concerning to us at Shoutlet. Telling, because it further reinforces how digital has fragmented itself from the organization. It started fragmenting because of the expertise needed to design, develop, launch and optimize each digital channel. Instead of extending the knowledge and capabilities of the traditional advertising and marketing organization, separate organizations were created. Over time, this has grown and the wedge has become worse and worse. Further reinforced by Gartner report on pg. 5 - Retail marketers' roles have changed significantly over the last two years. The universe of customer touchpoints exploded into an array of channels and devices. This requires marketers to use data and analytics to understand how audiences interact with media, brands and peers on the Web, mobile and social networks; plan and optimize multichannel marketing content and tactics to tell a cohesive and consistent brand story; and engage with customers proactively and reactively across established and emerging channels. Marketing, which was responsible for attracting buyers to the site or store, is now accountable for what happens when customers get there. I wish we could use the image on page 7 as it further reinforces the fragmentation. Really? A Chief Digital Officer is pulling ahead? Yes, digital has shown to drive sales, yet all the other components: TV, Print, Catalogs, POP, Events, PR, etc. work to drive awareness, perception and consideration. CMO's of the future will be more digitally savvy, yet also understand the value of the entire marketing and advertising ecosystem Concerning because as consumers demand and really have come to expect a consistent experience regardless of channel, this fragmentation will weigh brands down and make it extremely difficult to meet these expectations Gartner even says on page 10 that the proliferation of experiences across websites, social networks and mobile platforms means that digital should have a seat at the table when it comes to designing overall customer experiences. Strategic approach Please pull from the retail challenges and analytics white paper. We need to be reinforcing the same message around unified business objectives and all departments/channel aligning back to those business objectives through their respective strategy statements and KPIs. Gartner page 8 - reflects how Retail industry is still relegating digital to the tactics: Marketers in retail organizations have the most responsibility for promoting digital commerce; analyzing results and modifying plans; and retaining customers and creating advocacy. On the other hand, across vertical industries, marketers lead in designing the customer experience, setting the strategy and choosing channels. This dynamic suggests that while retail organizations are being impacted by the same trends as nonretail organizations — growth in digital customers, channel proliferation, demand for personalized commerce experiences — marketers in retail organizations are still being relegated to managing promotional tactics. House keeping - Gartner has a good list, starting on Page 4. I highlighted it here and then added my own thoughts. Assess your teams' readiness to lead or support digital commerce Great segue from my #2 about strategy Further reinforced by Gartner on page 6 - Foster communication and collaboration between members of the marketing organization and other business units by aligning goals, specifically commerce goals, and incentives to reinforce joint accountability. Consider forming small, cross-functional teams or task forces to take on specific initiatives. Another great highlight from Gartner that aligns nicely with this bullet. See page 9 - Marketers should prepare for P&L ownership, or, at a minimum, more revenue responsibility, by increasing their understanding of major expenses and revenue drivers, within and outside of marketing. Within marketing, marketers should adopt attribution models to get a clear picture of which strategies and tactics contribute to top- and bottom-line growth and become disciplined about using that insight to drive decision making. Outside of marketing, marketers should ensure they have access to systems and data, such as sales data; can comprehend the levers that affect revenue; and have a vision for how marketing can impact those levers, such as analyzing marketing analytics data and delivering insight that improves product development. Identify gaps in people, processes and technology, then develop a plan of action to fill those gaps Create and fill critical roles on your team, such as hiring a head of marketing analytics to improve integration, analysis and utilization of sales, marketing and customer data Work within marketing and across other functions to develop or redefine business processes, such as managing content across sales and marketing channels to increase conversion Content should be created based on business objective Content then needs to be amplified across all the channels Ensure content is adapted based on the role & purpose of each channel as well as the target audience Consider technology needs, such as investing in a digital marketing hub that offers better integration with your company's digital commerce platform It's a mixture of Gartner and Forrester, yet this is a good place to remind people about Forrester's POST methodology