Strategy Frameworks that deliver value from online conversations and customer communities.

1. ©Copyright purple spinnaker Ltd. 2014
PURPLE SPINNAKER
SOCIAL BUSINESS
FRAMEWORKS

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CONVERSATION STRATEGY

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• conversations identify common interests
• common interests are the foundation of communities
• communities develop a sense of purpose
• a sense of purpose is a catalyst for change
• change creates and delivers growth
From conversations to communities with purpose

4. ©Copyright purple spinnaker Ltd. 2014
What do we Create + Build
How do we Inform + Sell To
How do we Service + Support
Products
Buyers
Customers
conversations identify common interests
Companies
What should I buy?
Who sells it?
Who provides aftersales care?
Customers
companies have 3 primary conversation topics they discuss internally
customers have 3 topics they are interested in relation to a company
4

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Client – Social Conversation Matrix
Copyright Purple Spinnaker Ltd 2013
The Social Conversation Matrix maps the primary social channels used by Client India employees and
their customers for marketing efforts and customer issue and complaint resolution.

6. ©Copyright purple spinnaker Ltd. 2014
Media Co - Employee & Customer Conversation Matrix
There are a diverse range of conversations taking place online about Media Co, across a wide range of channels and platforms.
These conversations are on a range of topics from products, to service to content and involve customers, employees and non-customers.
Brand, Content &
TV Experience
Customer
Experience
Product
Independent Public
Social Communities
Media Co Managed
Public Social Channels
Internal
Intranet
Media Co
Websites
Brand, Content &
TV Experience
No presence
Independent Public
Social Channels
Emp To Cust
Cust To Cus Customer To Customer, Employee to CustomerEmployee To Employee Customer To Customer, Employees Listen
Non-Media Co Channels
Facilitating Media Co Conversations
Media Co Owned and Managed Public Social Channels
Facilitating Media Co Conversations
Internal Media Co
Communities
Private
Communities
Platform Insight Tools
Real Time Social Media Monitoring and Historical Social Data Insight Tools
Beta Trials
VOICE
LOUNGELAB
Employee Only
Independent Customer Led, facilitated
and managed conversationsEmployee Led
Copyright Purple Spinnaker Ltd 2013
Customer Conversations guided, facilitated
and managed by employees
Help Forum
with product
conversations

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Social Conversation Sphere
The social conversation sphere provides a model to identify different layers of social conversations which can
be used when developing a social insight strategy for different teams within an organisation.

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Media Co Social Customer Conversation Sphere
Based on Purple Spinnaker - Social Conversation Sphere
Billions Of Online
CONVERSATIONS
All Media Co related
Online Conversations
Media Co Help & IPTV
Website Communities
296k members
Product Development
Private Online
Hosted Community
300 engaged socially active
members
Media Co Ecosystem
FB, Twitter, Youtube...
Facebook Likes
Media Co 285k
Media Cosports 2.37m
Media CoFantasyFootball
64.6k
Media CoNews 408k
Media CoMoviesHD 35.6k
Set Top Box Beta
Private Forums
50-300 members
MR online panel
7k members
Twitter Followers
Media CoTV BB & Talk Media CoHD
36k
Media Cosports 1.79m
Media CosportsCL 46.6k
Media CoNews 990k
Media CoMoviesHD 44.4k
Media CoHelpTeam 37.2k
You Tube
Subs Views
Media Cosports 18,818 3.7m
Media CoFantasyFootball 404
295k
Media CoNews 31.3k 71.5m
Media CoMovies 2,133 3.5m
Media Co One HD 11,039 14.1m
34.6 million online conversations in
the UK between 1st March 2012 and
Jan31st 2013.
1.2 million online conversations
relevant to Media Co in the UK
between
1st March 2012 and Jan31st 2013.
Media Co Store
Private Forums
50-7000 members
Generic conversations across all
subjects & all consumer groups.
All conversations associated to
Media Co, stakeholders and
products, across ALL social
channels.
All conversations which take
place on any social channels
owned or managed by Media
Co, across public social channels.
All conversations which take
place on any public social
channel hosted and managed by
Media Co, on their own
domains.
Private product conversations
taking place on communities
owned and managed by Media
Co, where clients are under a
NDA.
Conversations are on-going and
managed by a permanent
internal team.
Private online customer panel
for market and product research
– tactical projects, outsourced to
3rd party agency.

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PRODUCT DEVELOPMENT

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Customer Centric Product Development
The customer centric product development model provides a framework for product development teams to integrate
their customers throughout the product development lifecycle, from conception to beta trials to product launch,
through an always on customer community.

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CUSTOMER LOYALTY

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Social conversation and Loyalty Model
The social conversation and loyalty model provides a framework for mapping your current loyalty programs and
initiatives to a model which encompasses online and social activities.

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Purple Spinnaker - customer loyalty & social loyalty initiatives framework
The customer loyalty & social initiatives framework maps the different types of loyalty programs and buyer behaviour to
the different types of social customer loyalty.

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SOCIAL MEDIA CUSTOMER SERVICE

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Develop a Social Business Context Model
Social Media
HUB Team
• Listen
• Prioritise
• Action
• Resolve
• Respond
Support
Community
Engagement
Community
Public
Private
Market
Research
On-Domain Communities
Product
Development
Support
Community
Engagement
Community
Public
Off-Domain Communities
PR &
Reputation
Marketing
Campaigns
Customer
Experience
Product
Development
Customer
Support
Central to a successful social media business is a social media hub team whose role it is to be the focal
point for all social media listening, prioritising, resolving, responding and managing social activities by both
employees and customers alike.
The Social Media Hub provides the guidelines, house rules and internal training to ensure employees have
the right understanding and skills to be effective in their use of social media.

16. ©Copyright purple spinnaker Ltd. 2014
Identify Core Components of TELCO BRAND Social Customer Service
Central Contact Centre
workflows & analytics
Social Channels/Mobile/Email On-Domain Communities
Customer Service/ Brand Engagement
API integration to:
- Business systems
- Social Channels
- Workflow
Social Media Command Centre
There are 5 primary components of a social media operational model which enables an organisation to
listen, respond and measure an organisations interactions with their social customers.

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BEST PRACTICE MAPPING

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Social Media Maturity Roadmap
Ad Hoc
No management
No budget
No structure
No resources
Experimental
Engaged
Executive Awareness
Managed Engagement
Pilot Projects
Part time Resources
Structured
Dedicated Budget
Mgmnt Responsibility
Formal Projects
High-level formal roles
Managed
Active Exec Sponsorship
Daily Management
Program Office
Professional Staff
Well defined roles &
responsibilities
Requirements Driven
Optimised
Strategic Exec Focus
Significant budget
Multi-channel initiatives
Social Media Centre of
Excellence
Guided by Business
Intelligence

19. ©Copyright purple spinnaker Ltd. 2014
Engaged to Optimised
Engaged Structured Managed Optimised
Executive Awareness
Managed Engagement
Pilot Projects
Part time Resources
Dedicated Budget
Mgmt. Responsibility
Formal Projects
High-level formal roles
Active Exec Sponsorship
Daily Management
Program Office
Professional Staff
Defined roles & responsibilities
Requirements Driven
Strategic Exec Focus
Significant budget
Multi-channel initiatives
SM Centre of Excellence
Guided by Bus Intelligence
Operational Ad hoc part time team
Small team of dedicated
resource with key tools and
external specialist partners
Development of internal team
skills and responsibilities.
Additional support layers and
involve more internal teams.
Established multidiscipline team,
with integration to other teams
across the organisation.
Established business KPI’s
Listen
Ad Hoc listening &
monitoring channels
and mentions
Develop initial benchmarks for
key social listening measures to
be defined with customer
Map changes to initial
benchmarks, refine and adapt
based on learnings about
customer activity.
Extend social listening and insight
based on learnings about customers
and business questions being asked.
Engage
Respond to customers
on identified channels
Create on-domain community
to focus engagement process
and enable learning for
employees and customers
Identify and engage superusers.
Extend to blogs, private
communities, other channels
Engage superusers in different
business activities, product
development, beat trials, product
launch's, improved customer
experience etc
Measure
Minimal measures in
place – probably
manual activity
Monitor key channels and
topics to develop initial
benchmarks for measurement
Map social activity to business
KPI’s like NPS, CSAT, Customer
Effort, Brand Health, call response
times, call deflection, savings/ROI
Extend measures based on
learnings and business
questions/requriements.
Integrate
No integration to other
business teams and
systems
Simple workflow to pass
queries, feedback and ideas
back to other internal teams.
Move from single/minimal
channels to broader channel set.
Integrate social solutions into other
business systems, CRM, compliant
management etc
Innovate
Add in other social and live chat
functionality
Co-creation across customer
experience, product development
and marketing campaigns.

20. ©Copyright purple spinnaker Ltd. 2014
Social Media Best Practice Process
Listen Acknowledge Collaborate Resolve Respond Reuse
Listen: Use Social Listening
Tools to monitor owned,
managed and independent
social channels for customer
enquiries, complaints, questions,
ideas and compliments.
Acknowledge: Use multiple
social channel(s) to acknowledge
customer interaction and where
appropriate provide information
about how and when the
interaction will be addressed by
the team.
Collaborate: work in partnership
with customer service
colleagues, internal experts and
customer community to identify
resources equipped to resolve
the issue or receive feedback.
Resolve: work with identified
resources to resolve the issue
or receive feedback.
Identify action plan and
timescales.
Respond: using the correct
channel, which may be public
or private depending on the
nature of the interaction ,
respond to the customer(s)
providing information about
the interaction & time scales.
Reuse: where appropriate
• publish answer to relevant
digital channel
• add resolution on public
knowledgebase
• document idea and stage in
evaluation process

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GAP ANALYSIS

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Gap Analysis
Social Media Component Industry Best Practice TELCO BRAND
Social Media Channels Telcos are active in social channels for both
marketing and access to customer care agents
working across multiple channels.
Social channels are used as easy access points for
customers to initiate an interaction with an
organisation, they are not generally the point of
resolution, but a filter to other areas of the
business.
TELCO BRAND are active on social channels, Facebook,
twitter, YouTube and google+
TELCO BRAND have developed a bespoke customer care
app for their Facebook page which requires customers to
filling in forms to get access to customer support
information. This may prohibit customer engagement
and problem resolution.
Independent Public
Forums
Telcos recognise that their customers engage in
public communities and forums, but due to the
large number of communities, they tend not to
actively engage their customers through these
channels but opt to build an on-domain
community.
TELCO BRAND are active on public forums and online
communities and address customer issues on these
forums.
Instead of working on a large number of independent
forums, TELCO BRAND should consider an on-domain
community.
Social Listening Telcos have a social listening program to monitor
and respond to customer complaints, questions,
ideas and other feedback on social channels.
TELCO BRAND are likely to have a social listening program
in place, but it is unclear which areas they are focusing
on.
It is likely that this can be tuned to better listening for
and respond to customer requests.
On-domain Community Telcos have on-domain communities which enable
them to work in partnership with their customers
to respond to customer queries, gain ideas about
products and services, leverage customer
knowledge in problem resolution and build a
knowledge base of solutions and FAQs.
On-domain communities provide analytics and
TELCO BRAND do not have an on-domain customer
community and are missing out on their engagement and
business value.

23. ©Copyright purple spinnaker Ltd. 2014
Gap Analysis
Social Media Component Industry Best Practice TELCO BRAND
Integration to Call Centre As Telcos social media operational model evolves, they are
integrating their social activities into the call centre, through
workflow tools.
It is unlikely that TELCO BRAND have
started to integrate their social and
normal call centre activities.
Social Media Command Centre In the last 12 months, Telcos have started to bring together
their social listening for customer service into a central
social media hub to listen to, respond to and route to
internal teams for action.
These hubs are manned by a central permanent whose role
it is to filter and manage the social interactions.
It is unlikely that TELCO BRAND have a
social media hub within their
organisations
Integration to Business Systems The most recent activities on the social media services
roadmap is integration to business systems and there are a
small number of organisations working on this.
It is unlikely that TELCO BRAND have
started to integrate their social media
activities into other business systems.
Business KPI’s Most business’s with a social customer service strategy have
started to introduce KPIS’ which help them measure
performance some of these include:
- Call centre call deflection
- Email deflection
- Cost per complaint resolution
- Respond to customer times
- Number of reused solutions
- No of superusers
- Community Activity Levels
- NPS
- CSAT
- CES
It is unlikely that TELCO BRAND have
many KPI’s and business measures in
place as the channels they are using do
not provide the relevant data.
Operational Model Social Media is a trigger for operational transformation in
organisations and multi-discipline teams working together.
TELCO BRAND have started on their social
media journey so some operational
changes will have started to take place.

24. ©Copyright purple spinnaker Ltd. 2014
•Company Guidelines
•Roles & Responsibilities
•Internal Skills
• Current skill
• New Skills for current team/internal training
• New hires
•External Partnerships
•Business Operating Model (which teams are responsible for each activity)
• Listening Strategy
•Real time customer Support
• Social Media Customer Engagement
• Digital Brand Management
• What is the customer value proposition
• What is the new online Customer Experience
• Create Customer Journeys/Use Cases
• Develop Customer Engagement Model
• Identify Primary Communication Channels
• Listening
• Community Management
• Mobile Apps
• Content
• Website design
Call Response Times
Customer Satisfaction
Customer Effort
Net Promoter Score
Cost of issue resolution
Social
Media
Policy
People
Operational
Processes
Measures
Tools
&
Partners
Customer
Experience
Define Social Media Project Work Streams