Download - Becoming a social business
Becoming a Social Business
ITSMA December 4, 2012
Richard Margetic, Dell Director, Global Social Media
Global Marketing
Our Journey to Becoming a Social Business
Dell saw Social Media as an opportunity to build and further nurture customer relationships through listening to, and engaging with, customers in meaningful ways.
• Realization: Social was impacting many parts of the business
• Challenge: Establish a framework that could scale across the business
• Solution: Define a platform-agnostic strategy, a governance model to manage, a communication system to educate / inform, an insights program to measure impact and a culture that embraces it
Global Marketing
January 2008Dell aligns organization for success
August 2006Blog outreach expanded beyond tech Support
December 2006Ratings and reviews launched on Dell.com
July 2006Direct2Dell launchedToday Direct2Dell exists in English, Spanish, Norwegian, Japanese and Chinese.
February 2006Michael Dell askedWhy don’t we reach out and help bloggers with tech support issues?
January 2007StudioDell launchedDell’s video and podcast site, with helpful tips and tricks. Eventually expanding this into the YouTube channel making sharing easier.
February 2007IdeaStorm launchedA voting based site allowing customers and others to submit ideas for Dell.
June 2007Dell joined Twitter
EmployeeStorm launchedInternal Blogs Launched for Employees.
October 2007Michael Dell quoted in Business WeekIn response to Jeff Jarvis question around whether companies want to be part of the online conversation: ”My argument is you absolutely do. You can learn from them. You can improve your reaction time. And you can be a better company by listening and being involved in that conversation.”
November 2007DellShares launchedThe first investor relations blog by a public company.
March 2008Accepted Solutions launched on Community Dell France begins Online Community Outreach
May 2008Dell Outlet achieved$0.5M in sales via Twitter
April 2008Inside IT launchedBlog focused on business customers, and Cloud Computing.
June 2008Channel blog launched
January 2009Dell Organizes into four customer focused business units
Spring 2009Members of Community and Conversations deployed within each of the new Dell Business units
June 2009$2M+ Salesvia Twitter
2009Dell TechCenter
June 2009Global Twitter revenues of $6.5 M
December 2009Huffington Post Blog
March 2010Dell joins Sina Weibo in China
2006 2007 2008 2009 2010 2011
Altimeter recognized
Dell with “Open Leadership Award for Innovation and
Execution”
Social Media & Community University (SMaC U) launched5,000 teammembers trained byend of year
B2B pages on Facebook
Dell named the No. 1 most social brand
6 Awards for the Social Media Listening Command Center
June 2010CAP Days launched In-person events for vocal online customers
December 2010
Social Media Listening Command
Center launched
More than six years of social media experience
3
2012
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Realization
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Marketing before it became formal
Intimate, customer connections
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2005-2006
• Thousands of conversations about Dell and related topics of interest
• Conversations rich with valuable insights
• Various parts of the business impacted
• Online traffic/time spent shifting to social
• No Dell voice
4,000 online conversation
s per day regarding
Dell
• Companies viewed customer support and marketing as primarily one-way.
• Marketing by Dell, its competitors and business in general involved traditional use of mass media.
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Challenge
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Meeting the Opportunity
• Shifting from one way communications to conversations
• Undefined benefits from investing in social– Belief in social media impact will only get us so far
• Incremental resources needed– How do you justify shifting roles to social media management?
• Solve the complexity of coordination across multiple business units and regions– Conversations were around products, customer issues, technology
trends, sales and more
Global Marketing
Solution 1. A platform-agnostic strategy
2. A governance model to manage and scale
3. A communication system to educate and inform
4. An insights program to measure impact
5. A culture that embraces it
Global Marketing
Solution 1. A platform-agnostic strategy
2. A governance model to manage and scale
3. A communication system to educate and inform
4. An insights program to measure impact
5. A culture that embraces it
Global Marketing
All social activities share the same roots
Global Marketing12 Confidential
Smart business fundamentals never change
Global Marketing
Social roots business fundamentals
core social business strategy
+
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Foundation of social strategy: Focus on Value Drivers
Value to Customers Value For DellSocial connections meet variety of needs across customer segments, and enable customers to …
Social connections create potential for tangible impact against Dell’s key value drivers …
Customer Insights to
Drive Innovation
Marketing Spend
Efficiency
Traffic
Basket Size
Cost Savings
• Retention• Profitability
Customer Lifetime Value
Conversion Rate
• Brand awareness• Lead generation• Net Promoter Score
• Support• Sales and marketing
• Unique visitors• Visits/page
views
• Average order value
• Indirect R&D savings
• Leaks in purchase path
1. Make meaningful connections based on shared interests
2. Express themselves
3. Receive exclusive rewards and recognition
4. Get advice, validation, and assurance about decisions
5. Solve a specific problem (their own or someone else’s)
Global Marketing
Integrate where Customer & Business Value are realized across all business functions
Product Development
• Feedback Loop• Early Warning• New Product
Ideation
Marketing
• Demand Forecast• Lead Generation• Message Reach
Online Presence
• Ratings & Reviews• Communities• Customer Stories
Sales
• Collaboration• Thought
Leadership• Blogs
Customer Service
• Listening• Support Widgets• Outreach
Communication
• Rich Media• Brand Reputation• Influence• Reputation
Global Marketing16 Confidential04/18/2023
Listening to Be A Better Business, across the Business
17
IdeaStormPurpose
Our goal through IdeaStorm is to give our customer an avenue to share their ideas on Dell Products, Services and Operations. Statistics
• 60,000+ User Accounts • 18,000+ Ideas• 739,000+ Votes • 97,000+ Comments • 520+ ideas Implemented
Value
• Revenue from IdeaStorm members is ~50% higher than non-members
• Purchase frequency is 33% higher • Higher Lifetime Value
Global Marketing
Solution 1. A platform-agnostic strategy
2. A governance model to manage and scale
3. A communication system to educate and inform
4. An insights program to measure impact
5. A culture that embraces it
Global Marketing
Governance: Facebook Reinvention turned a jungle into a tended garden
19
2008, a search for Dell on Facebook returned 485 results, including abandoned, off-brand, unmonitored sites
Governance reduced the number of official and non-official Dell pages, deleting noise & bringing focus to high priority Dell initiatives.
Agreed upon governance model – To contain unbridled proliferation of sites
that would harm the brand Consistent brand
– To stay ensure alignment Taxonomy framework
– To know where any new site fits and improve user experience
Standardized tools– To minimize launch churn, maximize
efficiencies by leveraging BIC functionality
Shared agency– To maximize spend, avoid churn and
stay aligned
Resu
lts
Governance process rolled out to all social media platforms– Processed ~1,000 social media requests
to date, Cross-segment core team established to
ensure interlocks and alignment– Extended team exceeds 50 weekly
members Agreed upon core social strategy
– Enables establishing presence in new platforms friction-free (Google+, Tumblr)
Embedded tracking– Ensures all accounts in compliance are
tracked effectively
Today
Social Media Requests Social Media Fans & Followers by Platform
Compliance
• 128 Issues were reported• 105 Pages were taken down• 23 are Pending verification
Social Media Fans & Followers by Region
SMaC Governance Reporting
54%40%
6%
NARC Report
Processed Launched Sunset
Processed
Launched
Sunset Declined
946 711 101 103
Faceb
ook
+
Linke
dIn
Twitte
r
Wei
bo
YouTube
0102030405060
Consumer
LE
SMB
Corporate/Global
Feb-11
Apr-11
Jun-11
Aug-11
Oct-11
Dec-11
Feb-12
Apr-12
Jun-12
Aug-12
Oct-12
PinterestSlideshareYouTubeQzoneLinkedInGoogle+SinaRenRenTencent WeiboTwitterFacebook
NA APJ Global EMEA LATAM
Series1 5301108 4918005 1345053 742274 449144
500,000
1,500,000
2,500,000
3,500,000
4,500,000
5,500,000
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Team begins by just listening and monitoring earned social.
Tech support experts were then hand-selected for their tech problem-solving expertise and superior interpersonal skills.
When pointed at owned social, ournegative sentiment in Facebook was halved in the first two months
On average, the team addresses 3,000 posts a week in 11 languages
– 98% resolution rate
– 45% ranters to ravers
Customer Experience
Today
Social Outreach Team Formed March 2006
Global Marketing
Solution 1. A platform-agnostic strategy
2. A governance model to manage and scale
3. A communication system to educate and inform
4. An insights program to measure impact
5. A culture that embraces it
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Educating Employees: Social Media & Community University
Principles
Policy
Processes
Training & tools
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SMaC U Today
• > 12,000 employees trained
• > 7,000 employees certified
• We train globally in 55+ countries– Focus on regions where our largest
marketing, sales and product teams exist
• Launched a Training Ambassador program, where certified employees may apply to teach on behalf of the University.
• SMaC Champions: Certified employees given a list of social activities that they can participate in. One is crowdsourced translations of social media content.
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Social Media Playbook
• Designed for Dell Marketers & individuals responsible for planning & operationalizing social media
• Helps you plan, build, execute, measure & syndicate social media strategies
• Provides tools for creating KPI’s & measuring business value
• Includes helpful templates, checklists and worksheets
Confidential25
SocialMedia Playbook
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Solution 1. A platform-agnostic strategy
2. A governance model to manage and scale
3. A communication system to educate and inform
4. An insights program to measure impact
5. A culture that embraces it
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Measuring Owned
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Measuring Earned
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Insights
• Social media engagement improves Dell’s reach and share of voice in the marketplace
• There is a causality between social media activity and engagement leading to Dell purchases
• Social media engagement positively attributes to demand generation
• Social media support improves sentiment, which correlates with higher customer revenue
• Social media engagement keeps Dell and customers connected and that improves loyalty
Global Marketing
Solution 1. A platform-agnostic strategy
2. A governance model to manage and scale
3. A communication system to educate and inform
4. An insights program to measure impact
5. A culture that embraces it
Global Marketing
Scalable strategy
Clear objectives
Defined processes
Crisp communications
Precise measurements+
=
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Conclusion “Engaging in honest, direct conversations with customers and stakeholders is a part of who we are, who we’ve always been. The social web amplifies our opportunity to listen and learn and invest ourselves in two-way dialogue, enabling us to become a better company with more to offer the people who depend on us,” Michael Dell, CEO
Thank You
