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Seminarium Peru Speech by Charlene Li

Presentation at Seminarium Peru on 15 November 2012 by Charlene Li in Lima. Two presentations were given. Speech #1: Creating A Successful Social Business Marketing Strategy With almost a billion members, Facebook's growth and stature is representative of the maturing social media landscape. Social technologies are no longer a bright shiny object, instead representing valuable relationships that require a coherent strategy and disciplined execution. This session will make a case that social technologies should be a mainstay of your marketing program rather than a second cousin of interactive marketing. We'll look at the implications of this priority shift, using case studies from companies who are making changes to their overall business and marketing programs. We'll also go through a checklist of the actions you'll need to prioritize to be successful. Speech #2: Title: Marketing In The Era Of Social Technologies The excitement around social media often centers on the technologies -- Facebook, blogs, Twitter, etc. etc. But this is the wrong approach. Rather than think about crafting a strategy around social technologies, leaders should be pondering how they can use social technologies to support and strengthen customer relationships. For many, Groundswell was the book that broke down barriers to accepting social technologies as an opportunity to make their businesses better. Open Leadership picks up where Groundswell left off, showing leaders how to open up business and create a culture that will make social media adoption–and on a greater level, adoption of a social business model–possible and successful. We'll be looking at the art -- and the science -- of how to tap into the power of customers and employees, including examples of what organizations and leaders are successfully doing today, as well as how to get your organization started.

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Seminarium Peru Speech by Charlene Li

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  1. 1 Creating A Successful Social Business Marketing Strategy 15 November 2012 Charlene Li @charleneli

  2. 2 © 2012 Altimeter Group

  3. 3 © 2012 Altimeter Group © 2011 Altimeter Group

  4. 4 © 2012 Altimeter Group © 2011 Altimeter Group

  5. Social Business is ABOUT RELATIONSHIPS © 2012 Altimeter Group © 2010 Altimeter Group

  6. STRATEGY INTEGRATION FUTURE © 2012 Altimeter Group © 2011 Altimeter Group

  7. 7 Elements of a Coherent Social Strategy Understanding Customers Business Goal Alignment Long-term Vision Strategy Roadmap Organization & Governance Resources, People and Skills Risk Management © 2012 Altimeter Group

  8. #1 Understand Customers: Map Relationships throughout the Dynamic Customer Journey © 2012 Altimeter Group

  9. 9 #2 Align Social with Key Strategic Goals Examine your 2012 & 2013 goals Pick ones where social will have significant impact Then double down © 2012 Altimeter Group

  10. 10 Common Business Goals © 2012 Altimeter Group

  11. 11 #3 Create A Strategic Social Business Vision A short, engaging, inspiring statement of what your ideal customer relationship will look like in the future © 2012 Altimeter Group

  12. 12 Vision Statements Ford’s Social Strategy Vision: To humanize the company by connecting constituents with Ford employees and with each other when possible, providing value in the process. © 2012 Altimeter Group

  13. 13 #4 Strategic framework to guide strategy • Learn: What can be learned from customers and community Dialog • Dialog: The nature of our interactions with customers • Support: How to provide support via social channels Support Learn • Advocate: How to build advocacy among customers and community Advocate Innovate • Innovate: Using customer and community to drive innovation © 2012 Altimeter Group

  14. Analyze initiatives to identify long-term gaps in readiness, as well as immediate opportunities 14 5.0 High Value, Poor Capability High Value, Highly Capable Immediate opportunities identified for short- term roadmap execution Gaps identified in organizational readiness to plan long-term 4.0 Overall Program Value 3.0 Low Value, Poor Capability Low Value, Highly Capable Track for changes in value and organizational readiness over time Track for changes in value over time 2.0 0.0 0.0 2.0 3.0 4.0 5.0 Organization Capability (Readiness) © 2012 Altimeter Group

  15. 15 Prioritize Initiatives by Value Created and Capabilities in Place to Execute Value of Initiatives vs. Capability to Execute 5.00 Support 1 Dialog 1 Learn 1 Support 2 Innovate 2 Innovate 1 Advocate 2 Advocate 1 4.00 Support 3 Support 5  Learn  Dialog  Support  Advocate  Innovate Innovate 2 Advocate 3 Support 6 Learn 2 Innovate 3 Support 4 Overall Initiative Value Advocate 5 Advocate 4 Dialog 2 Learn 3 3.00 Support 7 Dialog 3 Dialog 6 Dialog 4 Advocate 6 Support 8 Learn 4 Dialog 5 2.00 1.00 0.00 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00 Organizational Capability (Readiness) © 2012 Altimeter Group

  16. Example: Social Business Initiatives, organized by Goals into a 3 Year Roadmap 16 Now – 6 months 6-12 months 12-18 months 18-24 months 24-30 months 30-36 months Category Create greater loyalty to drive sales Advocate Initiative Support Initiative Advocate Initiative Advocate Initiative Advocate Initiative Increase share in SMB market Learn Initiative Dialog Initiative Dialog Initiative Advocate Initiative Create four new products Innovate Initiative Innovate Initiative Learn Initiative Reduce customer service costs Learn Initiative Dialog Initiative Support Initiative Support Initiative Support Initiative Initiative © 2012 Altimeter Group

  17. 17 #5 Governance and Organization © 2012 Altimeter Group

  18. Sample 3 Year Organizational Evolution 2012 2013 2014 2015 Decentralized Centralized Hub & Spoke Evolve to Multiple Hub & Spoke 18 © 2012 Altimeter Group

  19. Need to define role of the Center of Excellence within the context of existing departments 19 Marketing Executive PR CoE Operations Dot.com CRM SEO © 2012 Altimeter Group

  20. 20 Example: Governance for Programs Launch & Monitor Initiate & Review Develop Program Educate BU develops the program (R) BU launches the program (R) CoE reviews against guidelines (A) BU decides it needs program (R) CoE monitors & measures for impact, suggests improvements (C) CoE checks if minimum requirements are met (A) CoE provides education if needed (C) CoE provides education on guidelines (R) CoE provides education if needed (C) Legal informed about the program (I) © 2012 Altimeter Group

  21. 21 #6 Risk Management © 2012 Altimeter Group

  22. 22 3 #7 People and Skills Require Training Social Strategists Executives Marketing/P R Pros Employees © 2012 Altimeter Group © 2011 Altimeter Group

  23. Social media training is about developing judgment -- and the confidence to use it What you should do What you shouldn‘t do Judgment is needed in between © 2012 Altimeter Group

  24. 24 Technology Selection Comes LAST © 2012 Altimeter Group

  25. 25 The Social Business Strategy Maturity Stages 6. Holistic 5. Strategic 4. Formalized 3. Engagement 2. Presence 1. Planning © 2012 Altimeter Group

  26. © 2012 Altimeter Group

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  31. © 2012 Altimeter Group

  32. STRATEGY INTEGRATION FUTURE © 2012 Altimeter Group © 2011 Altimeter Group

  33. Develop a Relationship throughout the Dynamic Customer Journey © 2012 Altimeter Group

  34. 34 How Intel paid Influencers to ignite earned, and drive traffic back to owned 121 Pieces of content created by influencers 24 Influencers commissioned to create content 1.1m Social interactions 9,314 Average actions per piece of content The company paid influencers to share content Across their networks © 2012 Altimeter Group © 2012 Altimeter Group

  35. 35 Intel‘s iQ Social Publishing an industry first for integrated media curation The iQ experience, while still in beta, is comprised around social algorithms that curate content shared by Intel employees as well as owned and industry content. It is then filtered through a touch design based on the insights generated through all data in aggregate. © 2012 Altimeter Group

  36. 36 Use analytics to accurately reflect the Dynamic Customer Journey Dynamic Attribution Model Traditional Attribution Model © 2012 Altimeter Group

  37. 37 Intel among the first to reorganize… merging social media team with global media team “Why does this make sense? I found we were having similar conversations across teams. For the past several years, I have been encouraging every opportunity for them to work as one, sharing information and insights — driving cross media opportunities with our partners and thinking about a new world where the idea of “paid” or transactional media dissolves.” © 2012 Altimeter Group

  38. 38 Digital Paid, Owned, and Earned media Corporate website Display, banner ads Microsites Corporate blog Sponsored posts, ads PPC ads Pay per post blogging © 2012 Altimeter Group

  39. 39 Visualizing Paid, Owned, and Earned Paid Owned Earned Requires media buy Owned or controlled but does not require media buy User-generated content surrounding brand    © 2012 Altimeter Group

  40. 40 Investment in Earned and Owned increases in 2012 Source: Society of Digital Agencies (SoDA) via eMarketer, 2012 © 2012 Altimeter Group

  41. STRATEGY INTEGRATION FUTURE © 2012 Altimeter Group © 2011 Altimeter Group

  42. 42 My smartphone isn‘t very smart Who do I talk with most Respond to quickly Or ignore completely Prioritize my contacts based on behavior Add travel time based on my locations © 2012 Altimeter Group

  43. In the internet of things, data is the new currency Ubiquitous sensors Real-time algorithms Ubiquitous experiences © 2012 Altimeter Group

  44. 44 Ubiquitous sensors collect data everywhere ―We are not going to design anything fragmented — it has to be integrated.‖ © 2012 Altimeter Group

  45. ‗Smart Pajamas‘ is just one of many wearable sensor use cases © 2012 Altimeter Group

  46. 46 Detect and understand motions – and emotions © 2012 Altimeter Group

  47. 47 Google‘s Car is the future, but lower insurance rates exist today © 2012 Altimeter Group

  48. 48 Data and Insight Will Be Everywhere And Autonomous © 2012 Altimeter Group

  49. 49 What do you really know about your customers? 25-55 years old, married, kids, working, graduate degree, reads Real Simple & Wired © 2012 Altimeter Group

  50. 50 What would you do with a Watson in your pocket? ―By the end of this decade, the equivalent of Watson will fit in our pocket.‖ – Dr. John Kelly © 2012 Altimeter Group

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