Communications - Porto Business School

Transcription

Impact
p
of Technology
gy in
Communication and Marketing
University of Porto Business School
15 J
June 2010
Key Principles Changed ?
Not much
much, the Speed has …
“If you do build a great
experience, customers tell each
other about that. Word of mouth is
very
yp
powerful.
Jeff Bezos
© 2010 Accenture, all rights reserved. Do not reproduce or grant access without prior authorization from Accenture.
2
Maturation is in Process … A
Chaotic Mix of Point Solutions …
Vid Conferencing
Video
C f
i
VoIP
P t l
Portals
Social Networks
E-mail
Discussion Forums
Instant Messaging
Calendaring
Knowledge Base
Expert location
Tagging
SMS
Web Conferencing
g
Audio Conferencing
Telepresence
Voice Mail
Softphone
P l Directories
People
Di
i
Workflow Software
Whiteboarding
Awareness
S
Search
h engines
i
Mobility
Communities
Shared
Bookmarking
PBXs
Personal Profiles
Document Sharing
Social Search
Contact Management
Crowd Sourcing
Web Feeds
Presence
Wikis
Blogs
Application Sharing
3
… is Consolidating
The Convergence of the 4 C’s
Community
Collaboration
Communication
Content
4
Making Sense of 4 C’s
Social networking/community
Collaboration
Bl
Blogs
Creation
Twitter,
Jammer
Wikis,
Podcast
RSS
YouTube
C
Consumption
ti
Communications
Content
5
Something Else is Compounding
Speed into this Change …
Mobility
100
Mobile Subscriptions
M
bil S b i ti
PC 90
80
70
78
74
43
50
35
40
28
30
13
15
16
18
20
21
23
24
26
27
5.8B
242M
2
51
1
1.4B
60
3B
58
960M
65
70
20
80
76M
“...the most significant change in mobility is not the new interface to the phone; it is the phone
becoming the interface to everything else…
else ”
10
0
Mobile phones vs. PCs
Source: Pyramid Research, 2008
Emerging vs. developed markets
Source: Chetan Sharma Consulting 2008
6
… and Affiliation to Communities
Unbound from Physical World
Top
p 10 Most Visited Web Sites 20081
1
Yahoo.com
2
Google com
Google.com
Growth Rates Online Social Communities2
120
+72%
Global development
from June 06 over June 07
(Unique Visitors in Thousands)
100
3
Youtube.com
4
Live.com
5
Facebook.com
6
msn.com
7
MySpace.com
8
Wikipedia.org
9
Blogger.com
gg
80
60
+270%
40
+56%
+65%
+78%
Friendster
Orkut
20
0
10
Yahoo.co jp
MySpace
Facebook
Hi5
Blue = Social Community Sites
1
2
=June 06
=June 07
Source: Alexa Global Traffic Rankings. Rankings as of 10/07/08
Source: comScore World Metrix
7
It Matters …
Upcoming “Millenials”
Consumers and Workers
Prefer technology
gy over F2F
Email is p
passé
No secrets
online
Choose what they
use
Life over
work
Free software &
content
Always on,
on always
texting
Expect instant
access, 24/7 services
Expectt latest
E
l t t
technologies
Oblivious to corporate
p
policies
8
Social Community Marketing
Engage prospects and prospects’ social network in an ongoing Internet based dialogue to
generate demand for products or brands,
brands regardless if offered in the physical or virtual world
What is Social Media?
What are new Web usages?
Why Social Community Mkt.?
The web has evolved into a living,
breathing “social media”
consisting of blogs, wikis, and the
like
The second generation of
internet-based services
emphasize online collaboration
and sharing among users
Companies should be exploring
“Social Community Marketing” as
new online communication
discipline to create an ongoing
dialogue
Crowd-sourcing
FOLKSONOMIES
VIDEO PORTAL
BLOGS Wikis
MASHUPS Multimedia sharing
Diggs
Forums and Online Communities
REALLY SIMPLE SYNDICATION
Social Bookmarking
PODCASTING
SOCIAL NETWORKINGMicroblogging
Rich Internet Applications
41% of users read blogs
MySpace is 110 million users
91% of users are likely to buy on
recommendation
Twitter is 1 million users and 3 million messages/day
330 million online video viewers
LINKEDIN IS 19 MILLION USERS
Drive innovation!
Lever!
Get started!
Target the influencers!
INFLUENCE!
Build your own network!
Selected Metrics and Vendors
involvement
Engage!
g
LISTEN!Customer insight
9
Introduces a Shift in Marketing
and Communications
Phases of Customer Insight
Targeting Marketing activities to
individuals by considering their social
network and their role
Today
Va
alue
Understanding customers as active
creators and sharers of content
Social
Community
?
Individual
Customer
Anonymous
Customer
Creating a ongoing dialogue with
customers organizing themselves in
social communities and requesting
dialogues with the enterprise
Focusing
g on collaborative,,
decentralized decision making
Time
Customer regarded
as the sum of
his/her purchases,
purchase
frequency
Consideration of
additional
characteristics such
+ as attitudes,
preferences and
behaviour
Seeing the customer
in the context of his
social community
+requesting a
dialogue with the
enterprise
REQUIREMENTS
Q
Systematic analysis of customer in the
context of their social networks in order
to facilitate an effective dialogue
10
Stages of Evolution in Social
Community Marketing
LEVEL O
OF CUSTO
OMER INSIG
GHT
4
3
2
Build your
own network!
1
Get started!
Start listening
g and
responding to
customers by joining in
existing communities
Listen!
Get closer and faster
access to the genuine
interests and needs of
yyour customer
Target the
influencers!
Locate opinion leaders
and trend setters by
using
i efficient
ffi i t
monitoring tools
Engage!
Influence!
Drive
innovation!
Involve your own
buyers in product
development and
testing process
Lever!
LEVEL OF
INVOLVEMENT
11
Key Metrics and Tools at Each
Level of Maturity
NON-EXHAUSTIVE
Selected Metrics and Vendors
Steps
Gathered
Customer
Insights
(Metrics)
1
Listen!
(Get started)
Customer perceptions
Engagement
platforms & channels
Engagement spread,
level & diversity
# Involved customers
Business impact &
value
60+ TOOLS & METRICS HAVE BEEN EVALUATED
2
Engage!
(Build your own network)
# Members in your
community
Engagement spread,
level & diversity of
community
Level of intensity
Business impact &
value
3
Influence!
(Target the influencers!)
# Influencers
Spread of
engagement
Influencer details
(identity, interests,
network)
Business value
Supportiv
e Tools
(Examples)
4
Lever!
(Drive innovation!)
# Customer
generated ideas
Ideas discussed
# test cycles
Business value
Accenture
Innovation
Grapevine
12
Get Started
Examples !
1
Multimedia sharing Cadbury
In 2006 Cadbury changed its marketing
strategy by shifting to viral marketing,
l
launching
hi a campaign
i called
ll d “G
“Gorilla”
ill ” on th
the
world wide web (YouTube)
Initially, the marketing campaign had a very
well reception with 500.000 page views in the
first week
week, by now the campaign has been
viewed over 6 million times across a large
number of video sharing platforms
Numerous groups on Facebook have been
set up
p celebrating
g the ad ((e.g.
g “The Cadbury
y
Gorilla is a Legend“ with over 4000 members)
2
3
4
Multimedia sharing Stride
In 2008, Stride launched a very successful
campaign called “Where the Hell is Matt” on
Y t b
Youtube
The video has been seen so far by over 10
million people and is ranked #92 on the list of
“Most Subscribed (All Time) - Directors" on
Youtube
“Matt” is currently ranked on the #1 place on
google search with his homepage
(www.wherethehellismatt.com)
Source: NYTimes
13
Get Started
Examples !
1
Multimedia sharing Nike
Between 2003 and 2006, Nike increased its
non-media ad spending to 33 percent to
$457 9 million
$457.9
illi
In 2005, Nike placed a 3 min clip of the
Brazilian soccer player Ronaldinho online,
instead of on TV
Th
The video
id h
has h
had
d more th
than 17 million
illi
views
i
on YouTube and due to its high popularity,
television networks showed it in their news
(coverage for free)
2
3
4
Social Networking using Facebook
McDonald’s is using Facebook for digital
campaigning and developing a Facebook
application
li ti aimed
i d att creating
ti another
th channel
h
l
for consumers
Coordinated by e.g. social communities, people
gather for a specific purpose („flash mob“)
IIn case off McDonalds,
M D
ld the
th purpose was to
t
order 2.211 burgers to go all at once
McDonald’s received positive attention in the
press, due to this activity
Source: Accenture Internet Research
14
Build Your Own Network
Examples !
1
2
3
4
Social Community Network on eBay
eBay established a social community network on their corporate website that is made up of
eBay members, buyers and sellers, as well as eBay staff
The eBay community encourages open and honest communication among all its members
(respect and communication are the cornerstones of the dynamic community)
The community page servers as valuable information hub and provides several resources (e.g.
chat rooms, answer center, discussion boards, eBay blogs, etc.) to help members to be informed
about the latest events
events, programs and news
Therefore, many issues or enquiries can be solved directly without engaging the customer care
department
However, eBay does not use any available data to analyze customer needs in an appropriate
manner
Source: Accenture Internal Research
15
Target the Influencers
Examples !
1
Social media influencer at Sony
2
Accenture performed analytics on customer
g
for
data,, which resulted in valuable insights
T-Mobile
Sony monitored forums and generated
reports based on general player feedback
For example, if a customer, who is linked to the
social network of T-Mobile, is leaving the
company, the likelihood of other customers
in that network to leave as well is
significantly higher
Sony Online invites the top 20 social
community influencer to its headquarter in
San Diego to acquire their input
4
Social media influencer at T-Mobile
Sony discovered that few people determine
p
of others about massively
y
the opinion
multiplayer online (MMO) games
Sony formed a group of influencers (positive
& negative) into a community
3
Source: Accenture Internal Research and Project Experience
16
Drive Innovation
Examples !
1
Toolkit for User Innovation
For “Create your own Style” the
Austrian Company Swarovski
d
developed
l
d a software
ft
ttooll which
hi h
could be used by their
customers to generate new
designs
The design
g p
process was made
public to have access to more
innovative design from users
Swarovski was able to generate
hundreds of marketable designs
2
3
Lead User Method
Testing
Innovative activities are found to
be concentrated among lead users
who
h experience
i
important
i
t t
trends and needs that will later
be demanded by the majority in
the marketplace
Hilti,, a leading
g manufacturer of
components and equipment, used
the lead user method to generate
invaluable input from lead users
in firms’ idea generation
processes
HP test its printers in real user
environment
Users have the possibility to
enroll in a product test for HP
printers
Beta-test deals with the handling
of the product while it is still under
development and further
improvements can be built in
Delta-test uses a finished product
and is used to test the complete
product scope (from setup to
service)
Testing in real user environments
give HP the chance to see if
product meets customer needs
4
Source: Accenture Internet Research
17
Drive Innovation
Examples !
1
Community Innovation at Lego
Lego provides their own community platform
and services
The company listened to their community
network requesting a more advanced product
Inspired by their customers ideas, the Lego
Group created a sophisticated model (300$
each),
h) which
hi h sold
ld outt within
ithi five
fi weeks
k
Lego's decision to embrace the customer early
on gave it a much needed lead on
competitors
2
3
4
Community Innovation at Dell
Dell rolled out an innovative project called
IdeaStorm, which allows customers to
contrib te ne
contribute
new ideas
The company monitors all mentions of Dell
online (RSS, searches) and ultimately
implements the best ideas
Si
Since 2006,
2006 when
h D
Dellll llaunched
h d itits major
j
online community initiative, online mentions
of Dell have decreased from more than 50%
negative to only 20% negative
Due to the success of IdeaStorm,
IdeaStorm Dell created
further Dell forums (e.g. Direct2Dell, Studio
Dell)
Source: Accenture Internet Research and Accenture Asset
18
To Be Effective, we need to
“Close the Loop” and Understand
the Mass of Information
• It is whole new challenge for “Social CRM”, the need of a faster way to sort, index and
access a vast mass of information and Unified Information Access is a key technology:
19
Why the Relevance ?
• Buyers
B
no llonger h
have ttolerance
l
ffor uninformed
i f
d vendors
d
• The technology purchase decision is rapidly moving from a product decision
to a relationship decision
• 31% of sales reps are not prepared with even a basic level of Web-available
information before taking a buyer’s valuable time
• Only 16% are extremely prepared – these are the reps positioned to take
market share for the companies they represent
Source: IDC, Sales Enablement 3.0: A Transformation
of Sales Enabled by a Transformation of Marketing
Enterprise Panel Survey, June 2009
20
Sentiment and Classification
Examples !
http://www.attivio.com/active-intelligence/aie-demo.html
21
Sentiment and Classification
Examples !
• Th
The emotive
ti iindexing
d i ffeature
t
(S
(SmartSense)
tS
)
analyzes the emotion or attitude of the person
submitting an email or assistance request. It
also evaluates the emotional tone of the staff
member
b who
h responds
d tto th
the iincident.
id t
• As a question is submitted by a site visitor,
SmartSense scans the incoming
g text and
assigns an emotive index to the incident. The
index can be displayed with the incident so
that the agent can review the contact's
emotive tone as well.
• You can create workflow and escalation rules
based on the emotive index. This allows the
agent or support group to escalate incidents
that they feel need immediate attention for
customers who are highly dissatisfied with a
product or service.
22
Results
Few people started an internet sensation by combining
the candy Mentos with bottles of Diet Coke to create
streaming fountains
Videos of this “artistry” were viewed by millions of
people on YouTube spawning thousands of imitators
The value of the visibility generated for the brand is “over
$10 millions” (about half of the entire advertising budget
of Mentos)
Mentos sales have jumped 15% from this buzz
In some cases, online communities may already exist
but offer varying
y g degrees
g
of focus, content and qualityy
Some existing communities contain too much
advertising or unwanted conversations
In the case of Autodesk, members of existing third-party
networks expressed that they were tired of
advertisements and desired “a clean space” that the
company supported
t d
Autodesk responded and created a community of over
250.000 users (in the first year)
Only few companies have truly integrated the customermade
d way off thinking
thi ki
Procter & Gamble is producing more than 35% of the
company’s innovations from customer-made programs
In fact, R&D productivity has increased by nearly 60%
past yyears, P&G launched more than 100 new
In the p
products for which some aspect of development came
from outside the company
Sales without
Online
Engagement
Sales with Online
Engagement
Ï
Increase of
sales to up
to 15%
Consolidation and Growth
Ï
Pl tf
Platforms
A
B
C
250.000
D
Today
Future
Produced Innovations
35% through
customer-made
programs
Innovation at Procter & Gamble
23
And the Benefit will go to
Persistent, Relentless Early
Ad t
Adopters
Gartner predicts:
By 2013, most companies will be building on
nascent strategies to begin receiving full value
from the technology
Companies will move from fear, to “flippancy”,
before successfully formulating a strategy
Implications:
Most companies are in the most dangerous phase,
where value is recognised, but not fully achieved.
Companies will gain competitive advantage by
moving more rapidly into the Formulating, Forging
and Fusing stages
Increased, sustained value
© Copyright Gartner, Inc.
Source:
The
Business
Impact of Social Computing,
10 September 2008. All
Gartner
content
is
copyrighted and should be
marked "For internal use
only."
Danger Zone!
The haphazard, “Install and
E pect” approach
Expect”
approach, associated
with the “Flippant” phase does not
add sustainable value, and can
create future problems.
24
How to Approach ?
Social Media Capability Assessment and Roadmap
1. Establish Context
1.2
Industry and
R
Regulatory
l t
Environment
1.1
Engage Relevant
Stakeholders
1.3
Business
Objectives
2. Assess Current State
3. Plan Change
2.1 Capability and Attitudinal
Survey
3.1 Opportunities
2.2 Culture Assessment
3.2 Participation and Governance
Structure
2.3 Policy Review
3.3 Shared Capability Classification
2.4 Workforce Social Profile Audit
3.4 Roadmap
2.4 Social Content Assessment
1.4
Social Media
Goals
3.5 Business Case(s)
2.5 Capability Benchmarks
$40M
$30M
$20M
$10M
$M
-$10M
FY08
FY09 FY10 FY11
FY12
Sales Uplift Benefits
One-Time Costs
Cost Savings Benefits
Ongoing Costs
Net Benefits
25
Approach
Examples !
Client
Overview
F500 Financial Services
Company
Accenture is helping the client to integrate on-board and off-board "Voice
of the Customer" through advanced social analytics (e.g. semantic
y ) in order to shift from reacting
g to what customers sayy to
analysis)
predicting what customers need
On-board
Social
Off-board
Social
x
x
x
x
Accenture is working with the client to develop the interfaces necessary
to integrate on-board and off-board (Twitter, Facebook) data, make it
searchable and retrievable, and combinable with CRM information.
x
x
Major News and
Entertainment Company
Accenture helped the client increase customer engagement, drive
revenue and expand services through on-board and off-board channels
(Facebook application, widgets, Google mashups, Vista gadgets, etc)
x
x
French NGO
Accenture designed and implemented the organization’s Web site which
integrates comments and off-board channel capabilities (e.g. Netvibes).
x
x
Global Furniture
Manufacturer
Accenture helped the client create and grow online employee
communities of practices
x
UK NGO
Accenture crafted the client’s Social Networking Marketing strategy which
led to the use of Facebook page and the development of a Facebook
application.
x
Accenture helped the client to accelerate innovation and improvements
through employee communities
x
Deutsch NGO
Major CRM Service Provider
European Telecommunication
Company
Accenture is working with the client on new on-board and off-board social
capabilities recommendations and on the Web site redesign.
Social
S
i l
Listening
& Engagement
x
x
x
26
Approach
Examples !
On-board
Social
Off-board
Social
Social
Listening
& Engagement
Client
Overview
Global petrochemical
company
Accenture helped build assess different community platforms and ran a
pilot program
x
European airline
Accenture delivered the airline's Web site which includes on-board social
capabilities
x
US Sports League
Accenture delivered the destination Web site which includes on-board
social capabilities and ties into off-board capabilities
x
Media & Entertainment
company
Accenture delivered a highly personalised internet platform to deliver on
demand video content to customers
x
Major Electronics & High
Tech Company
Accenture delivered a crowd-sourced requirement gathering solution
x
x
Accenture
A
t
delivered
d li
d a crowd-sourced
d
d iinnnovation
ti solution
l ti aiming
i i att
improving Customer Experience at the bank branch.
x
x
x
x
x
x
US Bank
California Museum
Global Not for Profit
Accenture helped the client build a “Teachers’ Lounge”, a place where
education professionals connect, share and exchange ideas, and build
upon each others’ successes
Accenture delivered a crowd-sourced problem-solving solution. Global
volunteers provided 300 solution ideas to tactical and strategic questions
related to the organizations’ upcoming environmental rescue initiatives,
16 of which were selected.
x
27
Leading, Driving, Pulling …
Get them under your skin !
“If I asked my
y customer what they
y
wanted, they would have asked
for a faster horse”
Henry Ford
28

Communications - Porto Business School

Transcription

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