Peter Gentsch - Welcome to the real business: Management, Utilization and Integration of Social Media for business

Welcome to the real Business!

Management, Utilization and Integrationof Social Media for Businesses

Agenda: Management, Utilization and Integration of Social Media for Businesses

22.11.2011SEITE 2

00 New Media – New Intelligence?

01 Corporate Social Media Management - Best Practices

02 SM3 Model: Roadmap and Social Media Maturity Model

03 Summary & Outlook

AnalyzeAct

SeedingCampaigning

Intervention

Service InteractionTesting

Social CommerceInfluencer Marketing

Social Media Cockpit

Social Media Scorecard

Objective Setting

Influencer1:1

Insights

Trends

Products ….

Preferences

Corporate Social Media Management Loop: Turning social media into actions

28/09/2011PAGE 3

Listen

The true value of Social Media….

4

Prince Charles

Born 1948; grew up in England

Married the second time 2 children successful in business Wealthy Spend their winter

holidays in the Alps Likes dogs

Born 1948; grew up in England

Married the second time 2 children successful in business Wealthy Spend their winter

holidays in the Alps Likes dogs

Ozzy Osbourne

Facebook makes the difference…there seem to be different likes, social graphs, ……

Person 1 Person 2

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Corporate Social Media Management: Best Practices

28/09/2011PAGE 6

Social Media Marketing

Social Media Service

Social Media Issue & Reputation Management

Social Media Marketing/ Recommendation Marketing

Analysis of product perception and quality assessment by social swarm intelligence

22.11.2011SEITE 8

00PT/MKR | 20/10/2011 | © Robert Bosch GmbH 2011. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

Power Tools

iBVS TOP: Social Media Monitoring

Strictly confidential | PT/MK, PT/MKR | 22/11/2011 | © Robert Bosch GmbH 2011. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

KPIs

KPI Description Formula

Positive & Neutral Brand Share

How often is my brand/ my products mentioned in a positive or at least neutral way?( screening of all relevant sources)

PNBS=

Net Promotor Score “Likelihood to recommend“

( screening of all relevant sources)Social NPS=

Recommendation Share

How often is my brand/ my products recommended for purchase?( screening of all relevant sources)

RS=

Product Quality Perception Share

How often is my brand/ my products perceived as positive at the POS? (e.g. Amazon, other portals for product assessment)

PQPSproduct-group=

n

sQ

n

sQ

groupproduct

sR

sCompetitorBoschratingsmeanBoschratingsmean

sRRQP

1

1

)(

)()(

)(mean-ratings (Bosch)

mean-ratings (Bosch+Competitors)

n

sQ

n

sQ

groupproduct

sR


sRRQP

1

1

)(

)()(

)(

n

sQ

n

sQ

groupproduct

sR


sRRQP

1

1

)(

)()(

)((positive + neutral entries (Bosch))

total entries (Bosch+Competitors)

n

sQ

n

sQ

groupproduct

sR


sRRQP

1

1

)(

)()(

)(

n

sQ

n

sQ

groupproduct

sR


sRRQP

1

1

)(

)()(

)(

Recommendation entries (Bosch)

n

sQ

n

sQ

groupproduct

sR


sRRQP

1

1

)(

)()(

)(recommendations (Bosch)

total recos (Bosch+Competitors)

n

sQ

n

sQ

groupproduct

sR


sRRQP

1

1

)(

)()(

)(

With RQ(s): Relevance of sourcesn: number of sourcess: source

n

sQ

n

sQ

groupproduct

sR


sRRQP

1

1

)(

)()(

)( Distracters entries (Bosch)-

010Strictly confidential | PT/MK, PT/MKR | 22/11/2011 | © Robert Bosch GmbH 2011. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

Power Tools

iBVS TOP: Social Media Monitoring

* Shares in whole market, not only competitors noticed in monitoring

Recommendations/ Product Quality Perception Score/ Social NPS

Kumuliert

Gesamt BoschBosch green

Bosch blue

Skil Dremel Ryobi Metabo Makita DeWaltBlack&Dec

ker

Anzahl Bewertungen

398 160 69 39 1 10 1 29 68 13 8

Anteil an Gesamtbewertung

en100% 40% 17% 10 % <1% 3% <1% 7% 17% 3% 1%

Marktanteil in % * 66,3%34,8%*

* 19,8% 15,0% 1,1% 1,0% 0,5% 0,5% 14,3% 4,1% 2,2%

DE Total Bosch PTBosch green

Bosch blue

Skil Dremel Ryobi Metabo Makita DeWalt Black&Decker

Amount Recommendations 290 52 69 39 1 10 1 29 68 13 8

Shares on Recommendatio

ns100% 18% 24% 13% 0,3% 3% 0,3% 10% 23% 4% 3%

Recommendations without 1-2-

do.com and Bob Community

271 46 68 31 1 10 1 26 68 12 8

Shares on Recommendatio

ns (without 1-2-do.com and Bob

Community)

100% 17% 25% 11% 0,4% 4% 0,4% 10% 25% 4% 3%

Market Share in % * 66,3% - 20% 15% 1% 1% 0,5% 0,5% 14% 4% 2%US Total Bosch PT Skil Dremel Ryobi Makita DeWalt

Black&Decker

Amount Recommendations 950 151 30 183 42 145 210 189

Shares on Recommendation

s100% 16% 3% 19% 4% 15% 22% 20%

Market Share in % * 58% - 3% 4% 14% 8% 19% 10%

Turning data into insight and insights into actions

Recommendation ShareKPI

Target: Increase Recommendation

-

+

= own share smaller share of main competitors

Action Standard

= own share bigger share of main competitors

Recommendation

Positive Own Brand Mentions made by Opinion Leaders

Positive Mentions of all brands made by Opinion Leaders =

(weighted per source relevance)

e.g. Bosch > Makita

0,4 > 0,3

Reality Check

Compare Awareness Share withactualMarket Position:

Am I Under- or Over-Performing?

If own share smaller than share of main competitors and underperforming according to actual market position:Take measures:

e.g.

- Identification of power poster & recommendation relevant topics!- Get in contact with opinion leaders!

Social Media Monitoring beyond Share of Buzz and Tonality

22.11.2011SEITE 13

Social NPS

Brand Perception Index

Product Quality Index

Social Media Marketing triggered by communication events

22.11.2011SEITE 14

Welcome/ Congratulation Post

Welcome when checked in on fourthsquare

Welcome of 100.000 Facebook Fan

Thank you post for brand ambassador

User retention post when user “unlikes”

Thank you becoming a “Fan”

Social Media Marketing Management Systems: Smart and active communication based on events and triggers

Action of users– Retweets

– Likes, Shares

– App usage …

Crossing a KPI threshold

– Channel KPIs

– Authors KPIs

– Buzz KPI

– Sentiment

combination

23.04.2012SEITE 15

Detection of communication events Definition of events

Social Customer Service and Interaction

Deutsche Post DHL | PageB.I.G. Picture | Berlin | 30th September 2011 1717

Corporate Social Media Management

Listen

Analyze

Act

Social CRM@Deutsche Post/ DHLSocial Media Monitoring

28/09/2011PAGE 18

Social CRM@Deutsche Post/ DHLInteraction im Customer Service

28/09/2011PAGE 19

BIG Customer Care 2.0 mit dem BIG SCREEN Framework

Shit happens!

28/09/2011PAGE 20

Business Metrics for Social Media Customer Service

07.04.2023PAGE 21

Inquiries Complains

# Inquiries received # Complains received

# Inquiries answered # Complains resolved

# Leads generated out of answered inquiries

# Leads generated out of resolved complains

# sales done out of the triggered leads stemmed from inquiries

# sales done out of the triggered leads stemmed from complains

Reach of inquiries Reach of complains

Findability of inquiries Findability of complains

Customer Service

Sales

Marketing

Social Media Issue and Reputation Monitoring and Measurement

Shitstorms – overhyped or realistic worst case scenario?

KFC

Jamba

WalMart

Apple

British Airways

UnitedAirlines

200620052004 2007 2008 2009 2010

Nestle

ergo

2011 2012

Daimler

Emerging phenomenon

Corporate Social Media Intelligence: Issue/ Early Warning Systems

07.04.2023SEITE 24

room for action

Early Warning Indicator

Issue Likelihood Index

Virality Index

Classical crisis cycle

Example of the acute phase

Reputation managementExcerpts B.I.G. Shitstorm study

07.04.2023PAGE 25

KPI comparison of the Shitstorm

Definition of critical virality KPIs which permit an early estimation.(e.g. increase in websites, increase in authors, posts in the first 2 hours, tonality in the first 2 hours, etc.)

07.04.2023PAGE 26

KPI Definition Wiesenhof Ergo Deutsche Bahn - ICE

Deutsche Post - E-Postbrief

Number of storm days1 Emerging entries via normal Buzz, however less than at peaks

10 39 30 32

Number of peak days2 Days with extreme Buzz appearances

6 17 7 10

Peak timeframe3 Duration in days from the first to last peak

18 79 64 71

Source increase(in comparison with pre-phase)

Percentage increase in the number of sources where the business is named

+264% -24% +92% -42%

Author increase(in comparison with pre-phase)

Percentage increase in the number of users commenting above average

1.853% +153% +136% +8%

User-Participation-Rate4

(on the most important press / news platforms)

Activation of the user mass media report generator to distribute and comment (0 minimum activation up to 1 maximum activation)

0,05 0,17 0,10 0,58

Sentiment development5

(in comparison with pre-phase)Tonality changes based on the normal value

-0,08 -0,02 -0,15 +0,01

KPI patterns reveal early

warning indicators!

Der Fall Gutjahr – Reaktionen auf die Reaktionen der DP DHLSocial Media Goverance: Processes, Reports and Guidelines

Standardized Process


22.11.2011SEITE 28





Social Media Excellence Club – Powered by B.I.G.http://www.social-media-excellence.com

Quarterly meetings since 2010 for corporate users about the main topics of Social Media

Goals: exchange of experience/ optimisation of the use of social media applications in companies

Creating joint solutions for critical issues and key challenges

Exclusive and confidential exchange of information

Participating companies include German and international Blue Chips

„The format was just great!“

Emily Coley, E-Plus

„Great event, highly interesting discussions and people. Thank you B.I.G. for the invitation.“

Corinna Conradi, Deutsche Bank

„Today, I attended one of the best conferences ever: the meeting of the Social Media Excellence Initiative“

Mirko Lange, Talkabout

29

Participating Companies

http://bigcom/Kommunikation/Bilder%20und%20Logos/Fotos/Social%20Media%20Excellence%20(SME)/19.01.2011/Fotos%20f%C3%BCr%20Website/Immo-Fuchs_IFU4741.jpg

Social Media Maturity Model: A systematic approach to developing successful Social Media Management

……

07.04.2023SEITE 30 Viessmann WS1

tactical

Explorer Optimizer Enabler Champion

strategic

Integrated Business

Web 2.0

Enterprise 2.0

reactive active interactive adaptive

Business ImpactInvestmentsCustomer Centricity

$

Social Media Maturity Model: Degree of maturity and phase models

07.04.2023PAGE 31

Integrated scorecard reports; predictive Social Media Analytics; Real time Analysis / Reporting; systematic use of Social Media results for business decisions

Expansion of long tail; global interaction concept; automation of the interaction

Company-wide and independent Social Media Organization; integration into performance management. Dedicated legal concept (with certification).

Systematic use of results for the business; integration with other systems

Company holistic: uses and goals are integrated into business planning, Social Media as an enabler for new business models; strategically wide communication

Fast feedback system between strategy and implementation for rapid adjustment, integrated CMS with integrated Social Media

No analysis, no reporting

Individual, non matched interactions (fragmentation)

Improvised tasks and responsibilities; no matched technical areas.. No clear match with legal.

No monitoring system; possibly different freeware tools used (uncontrolled tool selection)

No dedicated Social Media strategy

Fundamentally (event driven) single actions

Simple reports and analyses for technical departments

Professional, tool supported interaction concentrated on customer service (Twitter and Facebook); passive interaction

Individual employees assume Social Media activities (other channels), training offered. First meetings with legal.

Professional monitoring system for continuous monitoringwith a focus on issue and brand tracking

Social Media strategy for individual areas; strategies are communicated less; Social Media is operated in isolation

Sales based on the strategy; content with other media is exchanges; tools implemented

Reporting is differentiated according to stakeholders; expanded business characteristics; integration of KPIs into business scorecards; Social Media scorecard; expanded analysis

Professional, tool supported interaction into other areas and channels; proactive interaction

Area holistic agreement of responsibilities, dedicated personnel, areas & budgets; guidelines /mandatory trainings implemented. Dedicated legal concept.

Real time monitoring, campaigns and competitor monitoring; integration with other applications

Area holistic; goals exist; Social Media as an enabler for stronger market oriented business design / management; strategy is communicated in a targeted way

Efficiency of implementation is checked; fast reaction to new specifications, systematic implementation of IT tools & content sharing

Systematic as-it-is analysis through dynamic qustionaire

Social Media Readiness and Maturity: Assessment and benchmark based on internal and external perspective

04/07/2023SEITE 32External perspective

Inte

rnal

per

spec

tive

Low Medium High

Champion

Enabler

Opti

mizer

Explorer

Social Media Monitoring & Measurement (Basement Measurement)

So

cial

Med

ia M

atu

rity

Mo

del

(S

M3)

Automotive

Retail

Insurance

Computer

Utility

?You?


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The data privacy debate – it depends on the perspective!

22.11.2011SEITE 35

Business Intelligence Group GmbHCharlottenstr. 2410117 Berlin

www.intelligence-group.com

For feedback and further information:

Prof. Dr. Peter GentschFounder & CEO

+49 (0) 30 896 778 87 0

+49 (0) 177 453 453 0

[email protected]

Digital Media Excellence – Empowering Companies for digital leadership!

07.04.2023SEITE 37

dmEX – Best of Breed Network

Aka

dem

ie

Res

earc

h-

Lab

s

Sum

mit

Wor

king

- L

abs

& mehr