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Ben Kay, Head of Digital Strategy at Everything Everywhere.
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Leveraging Social
Service to increase
customer loyalty Ben Kay
Head of Digital Strategy
@benjamin_kay
One company running two of Britain’s most famous brands.
Firstly a quick intro.
Some scene setting.
• Social Media has changed the world.
• Behaviours have changed & we must
recognise opportunity.
• Social media brings many challenges.
• It’s an immature space, unstructured, data
intensive, continuous, and characterised by
an ever-changing set of technology platforms
and audience behaviours.
• Running two large brands presents us with
huge challenges
• How do we understand what is
happening?
• How should we react / engage?
• What are the benefits?
Smartphone’s are accelerating
social interaction
Vast majority of customers now have a
smartphone and can be more loyal..
Last year our customers :
• Made 1.33bn calls
• Sent 5.5bn texts
• Used 326bn Kilobytes of data
BUT – Smartphone users need more
support from us, if they don’t get it, they
are happy to leave us.
Service IS a differentiator
If customers need answers, they
don’t always call in straight away.
77% Search for a
product or service via
a Search Engine
71% visit the company’s website
48% read about
products/services on a
review site
13% talk about a
product/service on a
social network
12% visit the company’s facebook page
6% Chat live with a
customer service
company
representative
Source : Mintel Digital Winter trends December 2011
Our social service journey
• Simple buzz monitoring &
defining an engagement
model
• Small scale proof of
concept pilot
• Operationalisation
• Benefits
Start with simple listening and
work out a plan 3 s
imple
question
s
What is being said?
Orange customers were pretty unhappy with customer service
Broadband was a highly debated topic (speed)
T-Mobile customers were very vocal about Android software updates
Our network generated huge volumes of reaction
Everyone was searching for (and failing to find) answers
Where is it being said?
Mainstream technology /consumer communities
Specialist interest communities – orangeproblems.co.uk
Who is saying it?
????
What approach have we taken?
8
We built out a small scale pilot
People
• Find people who are
• Passionate
• Human
• Social!
• Thick skinned
Ways of working
• Empowerment
• Support network
• Have fun, and let personalities flourish!
• Expect the unexpected
Measurement & Metrics
• Call centre metrics don’t apply
• Efficiency?
• NPS?
• Sentiment?
Our organisational structure is
evolving naturally.
10
Decentralised
Centralised
Hub and Spoke
Multiple Hub and Spoke or “Dandelion”
Holistic or “Honeycomb”
Source: Jeremiah Owyang – Altimeter Group 2010
We reached a plateau:
• Free tools are great, but limited
• Goodwill runs out
• MI
• Coordination is challenging (and that matters to
customers)
• Resource management is impossible
From sticky back plastic to
operational excellence
Operationalising ‘social service’
• Social ambition, KPI and objectives set
• Robust Social Interaction platform
• Routing
• Reporting / MI
• Social recruitment process
• Social accreditation programme
• Social ambition, KPI and objectives set
*Source: Dell Global Social Media Policy www.dell.com/socialmedia
Employees are already out
there.
Mostly employees are keen to help and participate positively in their spare
time – This should be promoted
However, not everyone will be quite so positive
A recent example…
A social media policy is really important to protect your organisation and
your employees
For example - Dell*
Protect Information
Be Transparent & Disclose
Follow the Law, Follow the Code of Conduct
Be Responsible
Be Nice, Have Fun and Connect
Despite some negativity, its
really rewarding.
13 28,420
2126
798
725
69
Don’t wait. Get stuck in!
• At first you will surface pent
up frustrations – so don’t
expect immediate results
• Consider every social
response carefully (expect
the unexpected)
• Be prepared to make
mistakes
• You won’t reduce inbound
call volumes
• You need to trust and
empower your agents
• Transparency is critical
What have we seen so far?
• Benefit to the bottom line • Opportunity to channel shift
during “crisis” periods
• 4x Efficiency over telephony
channel
• 10 point higher NPS
• Improving customer
engagement • Improvements in online
sentiment scores
• A growing army of very
engaged advocates
• Industry award recognition
Some tips from me…
• It’s not just about ‘customers’. Audiences include current/prospective employees, industry experts, other brands, prospects…
Participants not customers
• Done well, social can enhance every aspect of an organisational experience Untapped opportunities
• Participants have unprecedented access to information, meaning brands are no longer in control
Power has shifted
• Credibility is gained from listening to and engaging with an audience, taking action in response Broadcast vs. Engagement
• Getting involved where participants are (rather than wait for them to come to us)
Proactively engaging
• Transparency, transparency, transparency No place to hide
• Success comes from a coordinated, managed approach across functional areas Coordination
• No single owner of social within an organisation Collaboration
A final thought
“The beauty of social media is that it will point out
your company’s flaws; the key questions is how
quickly you address these flaws.”
Erik Qualmann, Socialnomics
Thank you.
© Everything Everywhere 2011
