Proving the value of social in business transformation
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This document discusses the importance of social media in business transformation. It provides examples of how Uber has used social media to grow its business globally. Social media has helped Uber gain deeper customer insights, empower local markets, make effective use of resources, incorporate data and testing, build local relevance, and create a sense of community. The document concludes by thanking Kelly McConville and Paul Greenep for their presentations on Uber's social media strategies in Europe, the Middle East, and Africa.
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Proving the value of social in business transformation
- 1. Proving the value of social in business transformation
- 3. Only surviving companies from the 1955 Fortune 500 Source: ValueWalk, Fortune 500 3M Abbott Laboratories Alcoa Archer Daniels Midland Ashland ATT Avon Products Boeing BorgWarner Bristol-Myers Squibb Campbell Soup Caterpillar CBS Celanese Chevron Coca-Cola Colgate-Palmolive ConocoPhillips Crown Holdings Cummins Deere DuPont ExxonMobil Freeport-McMoRan General Electric General Dynamics General Mills General Motors Goodyear Tire and Rubber Hershey Honeywell International Hormel Foods IBM International Paper Johnson and Johnson Kellogg Kimberley-Clark Kraft Foods Lear Lockheed Martin Marathon Oil McGraw Hill (now S&P Global) Merck Monsanto Navistar NCR Northrop Grumman Owens Corning Owens-Illinois PepsiCo Pfizer Procter and Gamble Raytheon Rockwell Automation Sealed Air Textron United States Steel United Technologies Weyerhaeuser Whirlpool
- 4. We’re deep into the age of technological disruption (along with many other ages!) (1900 to the Present) 100% 80% 60% 40% 20% 0% 1900 191 0 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 Source: Market Realist
- 6. Source: Huffington Post Brits now check their mobile phones every 12 minutes. That’s 80 times a day.
- 7. The average human has a shorter attention span than a goldfish Source: The Telegraph
- 8. So with an attention deficiency out there, we need to be part of people’s life flow more than ever before…
- 10. Trips a day 15M Active riders a month 75M Active drivers a month 3M Cities 700+ The facts
- 11. Our first app
- 12. Cities growth
- 13. The idea of the system is simple and it worked beautifully… Source: Uber CEO
- 16. …until something changed More affordable Reputation Shortest wait Price / ETA Reputation Dec Feb Mar Apr May Jun Market Share
- 20. “Business has only two functions - Marketing and innovation Peter Drucker “
- 23. Building a platform brand Jump UberEatsATG UberFreightUberElevate UberChopper
- 25. Marketing 2.0 @ Uber Let human insights lead Set the direction Build the future Get smarter
- 29. Start up to grow up in 2018
- 30. • 15 key markets • 3 social channels • 5 competitors • 15 months’ worth of data • 3 regional workshops • 5 months to create a EMEAP social strategy
- 31. 46 markets assembled in Amsterdam for 1 EMEAP social summit
- 32. 46 markets social plans to be presented back to their market GMs
- 33. Innovation
- 34. Marketing
- 35. Innovation
- 36. So how is social driving business transformation?
- 37. Gaining a deeper understanding of customers
- 38. Empowering and enabling the local market to do what they are good at
- 39. Driving effective use of assets
- 40. Putting data, testing and learning at the heart
- 41. Building and sustaining local relevance
- 42. Building something people want to be part of
- 43. Getting together; learn from each other
- 46. Thank You Kelly McConville Head of Social Media & Content Marketing Uber EMEA Paul Greenep Managing Director Iris Amsterdam
Hinweis der Redaktion
- PAUL Hello everyone It’s a real privilege to be here at the Old Trueman Brewery and at Madfest. My name is Paul Greenep and I am Managing Director of the Amsterdam office at Iris Its also great privilege to be up here with Kelly from Uber. KEL Hi, I’m Kelly McConville….
- PAUL I wanted to start with one of my favourite gifs, you can see that this guy's mind is being blown. But he definitely leaves you guessing as to whether that’s a good or bad thing! In that vein I am going to start by giving a bit of the wider context for what Kelly and I are going to talk about in the 20 minutes we have with you.
- PAUL Can anyone guess the title of this chart? These are the only surviving companies from the 1955 Fortune 500. This list represents the 12% of these companies that remain today, the rest have died. And it is predicted that at the current churn rate, 50% of the current S&P 500 will cease to exist over the next 50 years. (The Standard & Poor's 500, often abbreviated as the S&P 500) Why is this? Well, one contributing factor may well be that we are in the age of technological disruption; Customer behaviours are changing with the age of convenience driving more active choice in more places than ever before Industry structures are being broken and whole new industries are being born Business cycles are being challenged, due to such a push of entrepreneurial culture that it is challenging bigger brands to innovate, embrace agility or die ----------- REFERENCE: valuewalk.com/2017/10/fewer-12-1955-fortune-500-companies-list-2017/ fortune.com
- PAUL The world is changing quickly! I remember my granny struggling to to use the telephone in the 80’s. And when you look at how long it took to get 100% penetration, i.e. the early 1900 to the 90's, I suppose that might be unsurprising. However if my granny was alive today she might have struggled with the relentless developments quarter after quarter, year after year, with new bits of tech being thrown at her that she would need to get to grips with. For a lot of us and younger generations (no offense to anyone meant) this radical shift in adoption is just a part of our lives. ----- REF https://marketrealist.com/2015/12/adoption-rates-dizzying-heights
- PAUL And in most instances, it feels like a natural thing – tech is getting closer to the human form and more and more, customers are able to be in control It was many many years ago now in the 90’s that the phrase customer centricity was born. But it is only now that technology is really enabling more natural human centered engagement that this is really becoming a ‘thing’ Uber, was born out of this revolution. So clearly, we are thankful for that. And human centricity and letting human inisghts lead is essential to where Uber is heading. -------------- REF Pixar - Wall E
- PAUL This whole human and behaviours thing is a bit chicken and egg. But there is no doubt the smart phone has shifted behaviours and developments around how users are engaging with tech and more importantly their world. However just because you are on a device opened and engaged with on average 80 times a day doesn’t mean you automatically stand out, get noticed / used or cared about! In fact, quite the opposite! --------- REFERENCE: https://www.huffingtonpost.co.uk/entry/brits-now-check-their-mobile-phones-every-12-minutes_uk_5b62bf60e4b0b15aba9fe3cb
- PAUL Does anyone know the attention span of a goldfish? 9 seconds “studies have shown the average human attention span has fallen from 12 seconds in 2000, around the time the mobile revolution began, to eight seconds today.” We also know that on top of this 84% of all advertising is ignored. Only 16% cuts through. And of course we are all striving to be part of that 16%. ---------------- REFERENCE: https://www.telegraph.co.uk/science/2016/03/12/humans-have-shorter-attention-span-than-goldfish-thanks-to-smart/
- PAUL So with an attention deficit out there we need to be a vital and vibrant part of people's life flows more than ever before... ----------- REFERENCE: https://www.telegraph.co.uk/science/2016/03/12/humans-have-shorter-attention-span-than-goldfish-thanks-to-smart/
- KEL - Uber was created off the back of exactly this; the desire to get a cab in Paris. They saw a line of limos lined up outside of a load of bars. Went over to ask if they could use them, the answer was no, that they were booked and they should just call a taxi co. That sparked the thought wouldn’t it be great to be able to book a limo service to meet you when you needed it.
- KEL It scaled from there…. Uber have over 3 million (Kelly to get final numbers) people earning money on the platform (just surpassed the United States Department of Defence and Walmart as the biggest employer)
- KEL And this was the first app – anyone remember it?! All efforts were focused on making the app better and the UX & UI as intuitive as possible; we think it has come along way since this version!
- KEL With the app growth became pretty aggressive. It required innovation to hack the platform; our own platform to keep challenging ourselves to develop the best UX & UI But also the markets we were in, to get partners in the market to build the service. To do this we needed finance, operations and legal people. Historically these were pretty lean teams deployed in market to get things off the ground.
- KEL It all worked beautifully More drivers More coverage Faster pickups More demand Less driver downtime Lower prices And so it continued…
- KEL And growth in trips reflected these gorilla tactics or city take overs Until…
- KEL Until 2017 when trips growth dropped off for the first time
- KEL For the first time, we realized that our demand was no longer driven by ETA and price (US reputational study work charts showing demand no longer correlating)
- PAUL At some point it was growth at all costs; not thinking about reputation or even less the brand… And Uber saw this happening across so many of their markets and channels, including social.
- PAUL And when this is all the marketing you are doing; it is not surprising that it has limited impact on brand and reputation. Saying that however this is the best performing conversion creative out there! Uber have A/B tested 10s of 1000s of versions of creative, millions of times. And this creative that really works. But from a download/acquisition angle, this is really important. However Uber needed to think further up ‘the funnel’ than this and transform the way they communicate with their audience.
- PAUL For too long Uber had blatantly been ignoring what was clear for all to see Branding needed some attention, Uber needed to think beyond price and understand what they were all about. They needed to kick start the transformation...
- PAUL Just to go to the outside view again for a moment… This is the chosen theme for this Madfest. What is clear is Uber had done the innovation thing and disrupted with technology and experience but now they needed to do something similar with marketing. A brand story had to be built.
- KEL And in true Uber fashion, we woke up, hustled and doubled down. Culminating in the recent rebrand… We worked out Uber was about igniting opportunity and setting the world in motion If you step back and think about it for a moment, we are becoming, more and more, part of the social fabric of cities, and a important part of the flow of people's lives. With our platform we're providing access to opportunities for all. We want to think of a future where our product is enabling social mobility and social connections and interactions. We hope that we can now shine a light on this with our new brand work. And here is a sample of that work…
- KEL PLAY VIDEO
- KEL And it is the time to get this right as we are in more places than ever before!
- KEL All this is with Uber 2.0 and our new leadership, humble and here for people who want to go out and make the most of the opportunity We are all about doing the right thing- this is Macron giving us a shout out for our good work.
- KEL And that also means taking our first principles of letting human insights lead and making sure we can use that to disrupt in marketing as well as we did in experience. Why human insights...because we are all about the people using the platform, without them we are nothing….
- KEL We have the ambition to move from being a viral product to becoming a viral brand.
- KEL But as we’ve mentioned already, this faced its challenges in the beginning. So how are we moving ourselves forward? The Uber EMEA story built from 1 to 46 start ups (EMEAP); lean operations, their main task - the acquisition of drivers and riders to build the service and drive demand.
- KEL Fast forward to 2018 and we are building to be move away from acquisition tactics to brand building marketing and content. Bringing these 46 start ups together as a team as we believe together we’re stronger.
- KEL That means this year it is about growing up! 2017 Uber set up the central marketing team 2018 Uber realised it needed to play a meaningful part in the flow of people’s lives; social would play a starring role; Kel joined mid- Jan March 2018 – our social clean up began We needed to find a way of working across global and local, 3 channels, 144 platforms, 36 languages and 7 dialects of Arabic Our ambition; to build a centralized content strategy built with data at its heart and driving test and learn
- PAUL Iris and Uber kicked off a process of looking 15 key markets, 3 social channels, 5 competitors, over 15 months' worth of data. Together we ran 3 regional workshops to engage the 15 key markets, to play back data and insights and collaboratively build the first Uber EMEAP social strategy. And in 5 months we had done exactly that.
- PAUL And so we were ready to host the first Uber EMEAP social summit where we assembled the 46 markets in Amsterdam to run a 2 day intense workshop to bring the regions social and wider marketing teams on board.
- PAUL At the end of the process they had received training on social best practice, how to use the various tools around social channel management but also they had created a Plan on a Page that they had to go and present to their regional GM. And with that we continued the business transformation with the extension to social putting data, insight and collaboration at its core.
- PAUL So just to pause and recap… Uber was born out of innovation, creating the app to bring them into the lives of their audience
- PAUL Marketing has worked to define Uber’s brand story and developed the brand and creative platform to speak to their audiences wherever they are. In 2018 the brand story has evolved further; Uber developed their EMEAP social strategy that extends this thinking onto the key platforms and enables markets to deliver content for the right purpose.
- KEL We know that people are scrolling 93 metres a day - statue of liberty So to remain relevant with local marketing and content in 500 cities presents another challenge; this means Uber need to innovate again. To truly deliver now we need to make sure that social really plays a social role, in recognizing Ubers role in the cities in every market. To reflect this we need to ensure that our content is locally relevant. To do this we are enabling local production agencies to help execute on a centralized strategy in those local cities. Our first example of this is the Kingdom of Saudi Arabia work congratulating Women being able to drive for the first time - to be able to build the global coverage with local interpretation.
- PAUL Having started on this journey we are seeing many ways that social is driving business transformation; we wanted to end this tale with a few of them…
- PAUL Iris are working now to take the Uber global pshycographic segmentation and augment that with wider data sets to help build on what Uber know about their customers and how we can remain relevant to them Looking at this enriched segmentation we're learning new things everyday i.e. good support is driving as much engagement as some of our content Given this developing understanding we are able to now build test and learn programmes across social and content to drive relevance and results.
- KEL Internal needs has pushed us to change how we approach things, using sentiment analysis and boosting technology we are able to free up some of the local marketing managers and community management time to focus local insights and building real communities and relationships.
- PAUL Making sure everything that is reuseable across markets is shared and made adaptable to maximise effectiveness of budgets
- KEL Iris and Uber built the measurement framework and reporting templates to support the EMEAP social strategy. This enables us to ladder the use of social up to our business objectives, ensure performance against business goals and put data driven creative at the centre of our thinking. This started with base level measurement framework rolled out across social but is now continuing to build to help markets access and interrogate their own performance data to ensure learning and improvement continues
- KEL 72% of our drivers in SSA are illiterate so we need to deliver content that they can consume i.e. podcast, radio not CRM Emails and SMS comms; we are working on our insights and local production capabilities to enable that
- KEL Now that we have been on this journey to develop Uber’s social approach, all of the assets we have created from data to strategy to creative can all be used to create an internal training programme. We’re proud to say that we now have a waiting list of 150+ employees from legal to comm ops, finance etc. that are excited about social and want to learn how they can apply this to their teams.
- KEL Celebrating successes, inspiring and learning from each other through Summits (EMEA social summit 2018 was the first but we will be doing them every 6 months), monthly calls and biweekly 1:1’s Making sure the learning journey continues and open up possibilities across our different market for stand out performance.
- PAUL So all of this learning and development means Uber are setting up for a big 2019. A year to put social first, to unearth for our audiences how Uber is woven into the social fabric and future of cities and giving access to opportunities for all that use our platform. We are very excited about what is to come!
- KEL One last nod to business transformation; ROI measures aren’t everything - it's all about Brand love - doing the right thing for consumers and partners and enabling local markets - that's how we're measured
- PAUL – So thank very much and its goodbye from her KEL - And its goodbye from him Enjoy the rest of the event!