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Group 04 Maersk Line Case Submission

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Group 04 Maersk Line Case Submission

  1. 1. Julia Su | Lee Pei Xuan | Nathania Christy | Sean Ling Full Steam Ahead Evaluating Maersk Line’s B2B Social Media Marketing 1 May 2015
  2. 2. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Agenda  Question 1: Why do you think Maersk Line was so successful in social media? What do you think are Maersk Line’s key drivers of success?  Question 2: Evaluate Maersk Line’s content strategy.  Question 3: Evaluate how Maersk Line executed on its social media plan and platforms.  Question 4: How do you think Maersk Line’s competitors will react to the company’s success in social media?  Question 5: What are the challenges facing Maersk Line in social media going forward?  Question 6: What should Maersk Line do next? What areas should the company focus on and why?
  3. 3. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Reasons for social media success 3 key reasons why Maersk Line succeeded Source: McKinsey, Case Material, Team Analysis Seeing social media as a strategic marketing effort in a B2B, traditionally conservative, industry 1 Authentic interaction with customers and creating sticky content with moving stories 3 First shipping company to move into social media with a head-start on multiple platforms 2 Paradigm shift First-mover advantage Engagement Q1 Q2 Q3 Q4 Q6Q5
  4. 4. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Key drivers of success Maersk‘s social media success is driven by 6 pillars Source: Jonah Berger: STEPPS, Mickinsey, Case Material, Team Analysis Visually engaging Showcase Maersk Line’s rich history of ships, seascapes and ports through photos and videos 1 Consistent voice and presence Empower locals to post on a single global platform. User- generated content ensures they are authentic and personable 2 Crisis management Respond quickly to rumours or accidents via Twitter or FB, improving transparency 3 Q1 Q2 Q3 Q4 Q6Q5
  5. 5. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Key drivers of success Maersk‘s social media success is driven by 6 pillars Source: Jonah Berger: STEPPS, Mickinsey, Case Material, Team Analysis Raise rand Awareness Buy-in from management Support from upper management, integration of social media operations into Maersk’s corporate structure 4 Segmentation of platforms Sharing stories on FB, twitter and Instagram to reach out to fans and customers, while sharing industry news and service updates LinkedIn and Google+ for business purposes 5 Keeping costs down Low costs of social media marketing lead to higher ROIs 6 Q1 Q2 Q3 Q4 Q6Q5
  6. 6. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Agenda  Question 1: Why do you think Maersk Line was so successful in social media? What do you think are Maersk Line’s key drivers of success?  Question 2: Evaluate Maersk Line’s content strategy.  Question 3: Evaluate how Maersk Line executed on its social media plan and platforms.  Question 4: How do you think Maersk Line’s competitors will react to the company’s success in social media?  Question 5: What are the challenges facing Maersk Line in social media going forward?  Question 6: What should Maersk Line do next? What areas should the company focus on and why?
  7. 7. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Content appeals to a wider audience Content strategy Think B2C – breaking the notion of a boring B2B company Source: Team Analysis Differentiated and innovative content: time-lapse videos, thought-provoking branded journalism, hip photos of Maersk Liners on Instagram. Focused on telling stories about Maersk to engage customers, sharable content appealing to the wider public rather than business or sales content Social media marketing effort doesn’t translate directly to sales Brand becomes memorable as content is Unexpected (following the SUCCES framework) Q1 Q3 Q4 Q6Q5Q2
  8. 8. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Content Strategy Source: Facebook, Team Analysis Use of powerful stories and visuals Maersk shares both positive and negative stories about the company Constant updates about shipping industry and other current news Posts serve as social currency which drive shares and mentions Honest stories humanize the brand and make it more relatable to people Maersk becomes trustworthy and appears to be a socially responsible company “It is about not making false pictures about who you are. That is where the crises occur, when suddenly there is a hole in the image you have created. Then you see the ugly reality.” – Wichmann Q1 Q3 Q4 Q6Q5Q2
  9. 9. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Content Strategy Employees as content creators Source: Team Analysis, Case Material, Maersk website Establishing employees as thought leaders in the industry Provide rich content for Maersk Line’s digital presence Employees help create and respond to online discussions about the industry Marketing is done with minimal budget Underutilized potential which can be used to generate leads Empowerment: employees feel more involved and engaged by being able to contribute to the brand Q1 Q3 Q4 Q6Q5Q2
  10. 10. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Agenda  Question 1: Why do you think Maersk Line was so successful in social media? What do you think are Maersk Line’s key drivers of success?  Question 2: Evaluate Maersk Line’s content strategy.  Question 3: Evaluate how Maersk Line executed on its social media plan and platforms.  Question 4: How do you think Maersk Line’s competitors will react to the company’s success in social media?  Question 5: What are the challenges facing Maersk Line in social media going forward?  Question 6: What should Maersk Line do next? What areas should the company focus on and why?
  11. 11. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Channel specific content development Delivering the right content to the right audience Source: Case Material Notes: Before Maersk engaged in Social Media marketing, it clearly identifies the different platforms that it wants to utilize and the purpose, audience, and focus for each platform. The rationale is to assist Maersk in setting achievable engagement goals and developing appropriate content based on four key areas of focus listed above. Q1 Q2 Q4 Q6Q5Q3 Rank Segment Develop Content Ranking social media channels from least to most corporate 4 target audiences: • Fans • Customers • Experts • Employees 4 key areas of focus: • Communications • Internal Usage • Customer Service • Sales 1 2 3
  12. 12. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing How does Maersk stack up? Social engagement channels Source: Case Material, Team Analysis Success Channel and Reach Target AudiencePurpose 1.1 million likes 81,000 followers Mostly fans Fans, employees, experts Create engagement through stories and visuals in a conversational way Share news with the industry, humanize the brand, and interact publicly with various stakeholders Platform is suitable for general audience and raising brand awareness Platform is suitable for quick sharing (re-tweets) Q1 Q2 Q4 Q6Q5Q3
  13. 13. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing How does Maersk stack up? Channels for corporate use Source: Case Material, Team Analysis Success Channel and Reach Target AudiencePurpose 48,000 followers 1,266 followers Customers and experts Customers, press Industry news, focus on social commerce, expert discussions and customer engagement Used for Google Hangouts to hold small press briefings when launching new initiatives Platform is suitable for communication with customers leading to sales Platform is useful for discussions and input, but underutilised and can be further explored Q1 Q2 Q4 Q6Q5Q3
  14. 14. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing How does Maersk stack up? Channels for video sharing Source: Case Material, Team Analysis Success Channel and Reach Target AudiencePurpose (focused on function, not reach) (focused on function, not reach) Fans Fans Maersk Line’s primary video channel. Videos are shared through other channels such as Facebook and Twitter Supplementary video channel to consolidate all videos on one platform for synergies across A.P Moller-Maersk Group) Platform is suitable for its function as Maersk video hosting solution but cannibalises YouTube Platform is useful for discussions and input, but cannibalises Vimeo Q1 Q2 Q4 Q6Q5Q3
  15. 15. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing How does Maersk stack up? Primary and secondary channels for visuals Source: Case Material, Team Analysis Success Channel and Reach Target AudiencePurpose (focused on function, not reach) (focused on function, not reach) Fans Fans Use of hashtag #maersk and #maerskline to build extensive collections and create trends Showing brand stories, collection of photos Suitable platform to promote and share their brand worldwide quickly Useful for outreach purposes but diffuses social media presence across multiple platforms. May not justify cost of maintenance Q1 Q2 Q4 Q6Q5Q3 702 followers
  16. 16. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Agenda  Question 1: Why do you think Maersk Line was so successful in social media? What do you think are Maersk Line’s key drivers of success?  Question 2: Evaluate Maersk Line’s content strategy.  Question 3: Evaluate how Maersk Line executed on its social media plan and platforms.  Question 4: How do you think Maersk Line’s competitors will react to the company’s success in social media?  Question 5: What are the challenges facing Maersk Line in social media going forward?  Question 6: What should Maersk Line do next? What areas should the company focus on and why?
  17. 17. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Global competitor landscape Maersk Line leads the field with a massive social media presence Source: Statistica: Leading Container Shipping Companies Worldwide as of April 2015 Note: Geographies are for illustrative purposes. Competitors service ports globally. 4,184 FB likes 1,205 Twitter followers 11,000 FB likes 27,832 LinkedIn followers 68,000 FB likes 6,821 Twitter followers Non-existent 5,825 FB likes 15,546 LinkedIn followers 1.1 mil FB likes 115 k Twitter followers Q1 Q2 Q3 Q6Q5Q4
  18. 18. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing How will competitors react? Competitors may stick to status quo in the short run Source: Forbes Currently ambivalent as they continue to believe that the traditional and low-profile container line industry does not fit social media programmes Prevailing industry view 15% 40% 45% Proven, measurable impact No measurable impact Find impact difficult to measure Competitors are unlikely to catch up to Maersk in the short run Industry marketing managers know the importance of social media, but find metrics difficult to implement Q1 Q2 Q3 Q6Q5Q4
  19. 19. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing How will competitors react? Competitors will seek to match Maersk’s success eventually Source: Press Search, Team Analysis Build a strong foundation 1. Put together a team focused on social media strategy 2. Establish objectives – incorporate industry conversion instead of self-promotion Launch a counter-attack 1. Concentrate on where your audience is - Engage users on targeted platforms 2. Share relevant industry and company news, then use them for lead generation 3. Showcase core competencies Measure the impact Come up with metrics to measure social media performance: % of positive/negative brand sentiments, number of FB/LinkedIn followers,% reduction in support costs As digital and social fronts become increasingly important in the B2B sphere, competitors will not sit idly by and cede control of this sphere to Maersk Possible competitors’ gameplan Q1 Q2 Q3 Q6Q5Q4
  20. 20. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Agenda  Question 1: Why do you think Maersk Line was so successful in social media? What do you think are Maersk Line’s key drivers of success?  Question 2: Evaluate Maersk Line’s content strategy.  Question 3: Evaluate how Maersk Line executed on its social media plan and platforms.  Question 4: How do you think Maersk Line’s competitors will react to the company’s success in social media?  Question 5: What are the challenges facing Maersk Line in social media going forward?  Question 6: What should Maersk Line do next? What areas should the company focus on and why?
  21. 21. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Future challenges 4 key tailwinds shape the future of social media Source: Digital Information World, Social Media Examiner, Business2Community Redefining real-time marketing Companies focusing on the right time to engage the right clients rather than rapid response Greater information density Cutting through background noise to capture limited consumer attention will be a challenge for companies Content marketing will continue to grow Companies will continue to prioritise engagement and metrics for social media success Visual web Visual platforms like Pinterest, Instagram and Tumblr will increase in popularity as customer engagement platforms Q1 Q2 Q3 Q4 Q6Q5
  22. 22. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Implications of trends Maersk can ride the tailwinds of change Redefining real-time marketing Share relevant content with the right audiences on the right platforms Greater information density Achieve consistent and coherent brand image for sticky impression Content marketing will continue to grow Integrate social media marketing with strategic marketing efforts and update organizational structure to support marketing changes Visual web Keeping abreast of changes in social media and implementing technologies to engage consumers eg. CRM and digital marketing tools Q1 Q2 Q3 Q4 Q6Q5
  23. 23. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Agenda  Question 1: Why do you think Maersk Line was so successful in social media? What do you think are Maersk Line’s key drivers of success?  Question 2: Evaluate Maersk Line’s content strategy.  Question 3: Evaluate how Maersk Line executed on its social media plan and platforms.  Question 4: How do you think Maersk Line’s competitors will react to the company’s success in social media?  Question 5: What are the challenges facing Maersk Line in social media going forward?  Question 6: What should Maersk Line do next? What areas should the company focus on and why?
  24. 24. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Where should Maersk Line focus on next? Augmenting social media marketing in the overall business Source: Case Material, Team Analysis Q1 Q2 Q3 Q4 Q5 Q6 Communication Sales Employee usage Customer Service Role Where does Maersk stand? Develop brand awareness Wide reach across 10 SM platforms Generate leads through expertise Content not directed towards leads generation Build employee engagement Employees as content generators Encouraging customer conversation Lack of focus on customer service procedures online Internal External Maersk’s current SM efforts are unable to drive sales and post- purchase experience
  25. 25. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Current SM efforts lack impact on bottom line Maersk can master its digital journey to unleash full potential of SM Source: BCG, McKinsey, Case Material, Team Analysis Impact on Bottom Line Interestgeneration Maersk in China News updates, humanizing brand Public visibility (#maersk) Business news, press briefings Photo / video collection Business news, customer interaction By transforming SM marketing into a key strategic effort, Maersk can harvest untapped value pools Value Pool Illustrative Maersk needs to further develop its social media efforts to drive bottom line growth Sharing stories / pictures Q1 Q2 Q3 Q4 Q5 Q6
  26. 26. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Maersk Compass Campaign on social media Insights and best-practices sharing will drive bottom line growth Source: Maersk, Team Analysis Thought Leadership Maersk is established as the go-to shipping provider for clients with its expertise 1 Information Source Producing useful insights for potential customers to bring down costs and optimise shipping solutions 2 Value Co-creation Encouraging sharing of best practises and customer dialogue 3 Insights, webinars, industry best practices and customer collaboration Maersk can leverage its social media presence with Compass to drive top-line growth Q1 Q2 Q3 Q4 Q5 Q6
  27. 27. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing How Maersk Compass works Leverage strong awareness to generate business opportunities Source: Case Material, Team Analysis 1 2 • Maersk publishes technical insights and information on industry best practices on LinkedIn • Information is shared through other channels to leverage on its existing fan base • Customers engaged with technical insights and recognize the economic value proposition of working with Maersk • Top-of-mind awareness created amongst potential customers • Sales team works with clients to propose tailor-made solutions and optimizing their shipping processes • Continual outreach through social media to gather client input and share shipping best practices Maersk can leverage its social media presence to drive top-line growth Q1 Q2 Q3 Q4 Q5 Q6
  28. 28. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Julia Su | Lee Pei Xuan | Nathania Christy | Sean Ling End of Main Presentation Deck --- Further Appendix Slides Follow
  29. 29. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Appendix Slide Maersk Line social media objectives Source: McKinsey, Case Material Raise Brand Awareness Customer Loyalty Customer Insights Employee Engagement Control News Flow
  30. 30. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Appendix Slide Successful Voyage into Social Media Multiple Platforms Source: Maersk Facebook, Twitter and Instagram Raise rand Awareness Raise Brand Awareness 1.1 million likes 115,000 followers 31,600 followers And others…
  31. 31. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Appendix Slide Information type? How it drives bottom line and generates leads? Best channel? Social media information types Understanding what Maersk’s customers look for on social media Source: McKinsey, Case Material, Team Analysis Company history, general information and statistics Establishes Maersk’s pedigree and track record as the leading shipping company Current news, updates Provide customers with transparency and influences Technical knowledge and insights Thought leadership informs and engages customers Customer conversation Engaging potential customers, value co-creation Present Lacking Present Present
  32. 32. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Appendix Slide Ranking of channels Least corporate Most corporate LinkedIn • For experts and customers • Professional forum • Element of social commerce Google+ • For experts and journalists • Hangouts for small press briefings • To generate topical discussion and ideas Vimeo • Video hosting solution Twitter • Substantial following from journalists and shipping press • News channel • 10 official tweeters across Maersk Line Flickr • Photo collection site Facebook • B2C channel • News and fun facts • Glocal approach, managed by local corp. comms team Instagram • B2C channel • Visual display of Maersk ships and operations • User generated content from spot #maersk movement
  33. 33. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Appendix Slide Differences in B2B and B2C SMM Social Media drives different touchpoints along each decision path Source: McKinsey, Team Analysis Consideration Buy Active evaluation Loyalty Experience Trigger Consideration Buy Evaluation by buying centre Loyalty Use and serviceTrigger Formal RFP B2C B2B • Less complex value chain with end consumer in mind • Customers segmented into targeted groups • More complex value chain (influencers, deciders etc.) and buying process • Customers require tailored offerings with strong economic value proposition
  34. 34. Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing Appendix Slide Who are Maersk’s clients? Client Mix (%) 25 10 15 50 Large clients Key client intermediaries Other intermediaries Small clients

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