Journey to an engaged enterprise with Speakers Notes
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Rod Brooks is the Vice President and Chief Marketing Officer of PEMCO Insurance. He oversees PEMCO's marketing strategy, including their "We're A Lot Like You" campaign which uses humor and relatability to differentiate PEMCO and show they understand Northwest customers. PEMCO also focuses on world-class customer experience and driving improvement through service innovation and listening to customer feedback. Brooks' vision is for PEMCO to listen to customers, participate in conversations, encourage sharing, and enable customers to spread positive word of mouth about the company.
Journey to an engaged enterprise with Speakers Notes
- 1. Self introduction: Rod Brooks Vice President and Chief Marketing Officer, PEMCO Insurance, Seattle, Washington Board President of Word of Mouth Marketing Association (WOMMA) 1
- 2. PEMCO Personas Here’s a helpful guide to the people of the northwest. We call this microsite WALLY… an acronym for Were A Lot Like You Our initial objective was to show people that we really knew them. And of course…make people smile. While social media is NOT a campaign, it can be a launch platform for making your brand “talkable” on the social web. Introduce these characters …. In order… 1. First Snowflake Freak-out Lady 2. Sandals and Socks Guy 3. 50 Degrees Shirts Off Guy 4. Ponytailed Software Geek 5. Goat Renter Guy 6. Roadside Chainsaw Woodcarver 2
- 3. 7. Desperately Seeking Sasquatch 8. Off Leash Dog Lady 2
- 4. One our newest NW profiles and radio commercial 3
- 5. Stage 1 of the journey is traditional command and control. One-way communication with customers is the norm, and the various functional units in a company operate relatively independently. Stage 2 usually involves 1-2 individuals or teams who begin experimenting with social engagement. These mavericks can appear in any part of the organization but are often in marketing or support groups. There may be multiple mavericks in a company, but they are not yet connected to each other. Teams in this stage emphasize direct customer engagement, likely breaking or bending internal rules to make it happen. Stage 3 is when companies begin getting serious about social. A formal team may be empowered to help operationalize social engagement, or there are informal internal communities that drive progress. At this stage, companies emphasize training, policies, measurement frameworks and common engagement platforms. Stage 4 usually means social engagement is delivering real business results. Executive support is broad, and engagement efforts are built into forecasts and annual plans. Customer listening is the norm, and multiple individuals within business units and functional groups are empowered to engage directly with customers and prospects.
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- 7. Stage 5 is probably nirvana given that many of the tools to achieve this stage don’t exist yet for enterprise-level companies, but we call it the Fully Engaged Enterprise. In it, companies experience breakthrough business results based on deep customer engagement. Customers say things like “You know what I need before I do” and “my life is better because of you,” or “I trust you.” That said, there’s a lot of foundation work to do in Stages 1-4, regardless of technology. What do you think about the Journey? What stage would you say your company is in? For source information and more case studies from Ants Eye View: http://www.antseyeview.com/blog/page/3/ 5
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- 9. Robert Handy – School teach and entrepreneur Focused on responsible people in Washington state Leads with relationship, followed closely by operational efficiency (price), and product Core values: Integrity, responsibility, courage “Lead with trust. There’s no right way to do the wrong thing” 7
- 10. Getting To Great was a little booklet prepared to kick off PEMCO’s hyper local “We’re A Lot Like You” campaign in 2007. In it, was a page communicating the CMO BHAG. To never have to advertise for a lead again. 8
- 11. Insurance is a product that most people don’t understand, don’t want to buy, and don’t want to use after they buy it. Commonly thought of as the product they buy where “They only win by losing” What else do you buy that you don’t want to use? The voice of the customer is critical to growth oriented businesses. Consumers believe their neighbor, their relatives, even complete strangers online more than the spokespeople for the companies wanting to embrace them. 9
- 12. It’s all about “something”. If there isn’t something out there that your customers and potential customers currently engage around (as is often the case in insurance) create something. Create programs, activities, tools and activate channels that allow you to reach and connect over shared values and interests. One caveat, the ability to accomplish the BHAG by building engagement opportunities is highly dependent on the maturity and results of Awareness to Advocacy efforts both externally and internally. Control what you can: you may not always have control over the exchanges going on about your brand beyond your walls, but you can ready your enterprise to encounter these conversations and address them. Why use social to build and enable these engagement opportunities? Easy, relatively cheap, pervasive, real time, etc. 10
- 13. It’s all about “something”. If there isn’t something out there that your customers and potential customers currently engage around (as is often the case in insurance) create something. Create programs, activities, tools and activate channels that allow you to reach and connect over shared values and interests. One caveat, the ability to accomplish the BHAG by building engagement opportunities is highly dependent on the maturity and results of Awareness to Advocacy efforts both externally and internally. Control what you can: you may not always have control over the exchanges going on about your brand beyond your walls, but you can ready your enterprise to encounter these conversations and address them. Why use social to build and enable these engagement opportunities? Easy, relatively cheap, pervasive, real time, etc. 11
- 14. Business Objective… Sustained Profitable Growth PEMCO Customer Life Cycle Awareness Perception Preference Connection Selection Renewal = Builds profits over time Referral = Recommend Advocacy = Promote and Defend Ways to close the loop on end to end engagement 1. Listen, introduce, and join the conversation
- 15. 2. Great content, relevant resources and experiences 3. Connect customers (fans) with other customers (fans) 4. Give customers (fans) a place to tell their stories 12
- 16. 1. Differentiate on hyper local: “We’re a lot like you” campaign: Central marketing campaign and supporting programs are quirky, humorous, and relatable; the message is a remarkable deviation from all previous “rewarding responsibility” campaigns. With every profile, every community event, and every local partnership we proudly embrace our unique northwest personality and show that we “get it”. We’re different because we live, work, learn and play in the same communities as our customers and understand first-hand their wants, needs, and values. 2. Deliver world class customer experience: Invest in long-term relationships with consumers through consistent engagement 3.Drive improvement through service innovation: Extend responsibility to build customer relationships and listen to VOC across the organization - Inform employees of where brand conversations are taking place - Communicate expectations and procedures for social media engagement - Train employees on social media tools to give them the confidence to join the conversation 13
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- 18. Our vision for WOM and social media is simple and aligns with PEMCO’s world class customer experience objectives: Our Social Media Mantra… “PEMCO’s success depends on the opinion of people like me. They listen, participate, encourage and enable me to share with others.” •Listen. •Participate •Encourage •Enable 14
- 19. PEMCO Play by Play If your clip board is blank… You don’t have a chance. Buy a lottery ticket. 15
- 20. Social Media Guidelines indicate executive support and cultural shift, appease reluctant stakeholders, and empower employees - Engage, inform and reassure internal stakeholders forming key partnerships early (i.e. Legal, Compliance, etc.) - Establish engagement expectations (when to respond, personal vs. professional brand, confidentiality, etc.) - Educate employees on best practices (tone, personality, accuracy, etc.) 16
- 21. Put your employees in a position to succeed. Give them the information and knowledge that will prepare them to engage and recognize the value of engagement. This begins with an enterprise-wide level setting. Ensure that all employees across the organization have an acceptable level of familiarity and know-how to understand and use SM tools and information. Tool tutorials walk employees through step-by-step account set up and communication demonstrations. Examples pulled from the SM streams show how consumers are already conversing about brands and how these conversations progress. Case studies showed employees how other companies were already using SM to reach customers and respond to questions and concerns. 17
- 22. Share VOC across the organization Give back-office employees access to customer stories thereby heightening awareness and familiarity with the customer experience 18
- 23. Facilitate sharing business ideas See or hear about something that another company is doing and want to bring it to the attention of relevant business group. Instead of getting mired down in the unfamiliar hierarchy and responsibilities of other departments, Yammer enables employees to share openly allowing the appropriate person to respond and address. 19
- 24. Disseminate organization news & updates This is just one example of how employees in different teams can let the organization know about upcoming changes. These updates range from information about changes with a widespread enterprise impact to those with a more localized relevance. Keeps employees abreast of changes internally and externally. 20
- 25. Unite employee base around shared interests such as wellness, walking, cooking, etc. Efforts spearheaded by passionate enthusiasts and advocates - Similar to external SM networks. Employees see what it feels like to engage on both sides of the conversation. 21
- 26. Share VOC across the organization Facilitate sharing business ideas Disseminate organization news & updates Foster employee community 22
- 27. - Give back office employees access to customer voice - Celebrate and share success stories: PEMCO brought the VOC into every meeting by adding starting with a customer story to our “Best Practices or Meetings” which is posted in every conference room. - Learn from mistakes and improve: Customer stories aren’t always positive, sometimes it’s important to draw attention to those times when we let our customers down. Also, use the virtual focus group that is the R&R tool to glean customer insights into processes or products (whatever it may be) that are making their experience less than world class. - Own results: be accountable for the customer experience. 23
- 28. Paul has a nice home in Kirkland (at the top of what PEMCO will insure money-wise). He bought it last spring when it was 85% finished. That made the buying of his home very complicated because he had to get insurance and financing on a home under construction. Paul got a 90-bridge loan to complete the house and get a Certificate of Occupancy. He worked with a contractor to do carpeting, lighting, plumbing etc and get ready to move in. One weekend when the house was filled with lighting fixtures, plumbing parts, door hardware and trim plates, it was broken in to. The thieves picked up $10,000 worth of product and walked out the back door--probably to another job site. It was very unfortunate and a bit of a setback to the project. Shelly from PEMCO helped make a quick resolve and the project moved forward on time. The home is not a view home but you can see Lake Washington from the master bedroom. The family consists of Dad Paul, Mom Francis, 13-year old Elycia and Aiden who just started kindergarten today. There is also a cat. 24
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- 30. Carole has been insured by PEMCO since she was 16--on her parent's policy. Now she buys insurance on her own from PEMCO. “I was on my way to a job interview on Memorial Day weekend when I was rear-ended during rush hour traffic on Interstate 405. I ended up with minor injuries, and my Toyota Corolla was sandwiched between two cars – clearly totaled. I expected the aftermath of the accident to be a hassle, but it went more smoothly than I could have imagined. I only had to make one phone call, and my PEMCO claims adjuster took care of everything: filing the paperwork, getting my Corolla towed away, dealing with the other drivers’ insurance companies. Within two days, PEMCO cut me a check so I could buy a vehicle to replace my Corolla. Obviously, I hope I don’t get in an accident like that again – but I know that if I do, PEMCO has me covered.” 25
- 31. Just as I was pulling into a parking spot at a local restaurant, a passenger in the car next to me opened their door. Talk about bad timing! Both of our cars were damaged – the driver’s side mirror on my Acura was left hanging by a wire, there was a dent in my door, and the other guy’s car door wouldn’t shut properly. Denise, my PEMCO claims adjuster, was awesome. She was friendly, efficient, and answered all my questions. She always made me feel like taking care of my claim was her top priority. That level of service is one reason I’ve been a PEMCO customer for years. Thanks, Denise! 26
- 32. Information proves need to engage: sharing powerful information in a dynamic and engaging way. This video was used at a recent leadership summit to bring employees up to speed and provide perspective on the scale of SM usage and its power. Provide clear & easy to-dos: Again, put your employees in a position to succeed and help the organization succeed. Make operationalization as easy and straightforward as possible. Challenge managers to consider SM: Ask managers how they see SM fitting into their business group and what they will do to get involved as an individual and/or business unit. 27
- 33. Information proves need to engage: sharing powerful information in a dynamic and engaging way. This video was used at a recent leadership summit to bring employees up to speed and provide perspective on the scale of SM usage and its power. Provide clear & easy to-dos: Again, put your employees in a position to succeed and help the organization succeed. Make operationalization as easy and straightforward as possible. Challenge managers to consider SM: Ask managers how they see SM fitting into their business group and what they will do to get involved as an individual and/or business unit. 28
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- 35. Decentralize ownership - Example sales pilot encourages agents to break down walls between personal and professional networks. - Each department knows its role, people, capabilities and limitations best. If SM has a place in their business function, the central team will help them know how to use it and how to apply resources towards implementation Enrich social media core team and decrease demand on Marketing/PR (include members from CSD, CR) Experiment with different channels (example: investment in collecting and sharing relevant online video content) Encourage innovation by formalizing and facilitating idea sharing (BIN) 30
- 36. If I’m going into the jungle, I want Bear Grylls going with me. This guy knows his stuff, knows what to watch out for, where to head to find water (or high ground), how to track prey, and how to pick up on cues from the environment to keep you alive (i.e. achieve success) Rod- If you’re not a Bear Grylls Man vs. Wild fan, let me know and I can easily swap out an image. For me, the SM wilderness is not unlike the jungle and Bear not unlike AEV. 31
- 37. PEMCO has progressed from a passing curiosity among the employee base, to not only professionally interested in the SM channels (as Yammer numbers will attest) but as personally as well. This enables employees to understand the customer perspective; to recognize what it means to be on the outside of the brand/company and looking in. 32
- 38. Enterprise: Engage the enterprise to better anticipate and serve customer needs, drive brand advocacy, and attract new business. Achieve this by leveraging SM tools and programs to break down barriers, create organizational readiness, enable social engagement and foster a transparent, relationship-based culture. 33
- 39. Listen – Set up your PERSONAL accounts. Get into the stream. Observe what is being said and who is saying it. Read outside the stream. What is being communicated in by practitioners, consultants and within your community and industry. (Listening leads to enlightenment) Practice – Anything new requires awareness and practice for it to be “learned” Learn – Let’s included “observation” here. It’s the most vital step in the scientific process and it works here too. Observing something done correctly engages people in a very real way. Monitor - Monitor does not mean evaluation. It is a way of revisiting what you have practiced and what you are learning. Join and Engage are hard to separate, but it is true that to actively engage, some type of conscious effort at joining in the discussion is necessary. Participate – Once a person finds the intellectual courage to participate, they normally would feel confident enough to be a contributor; otherwise, participation becomes an inactive state that does not propel the person to move to the final steps. Invite and Teach – True engagement is to be committed to lifelong learning. It also implies that one is willing to adjust when new information causes aspects of the old learning to become obsolete. 34
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- 42. Self introduction: Rod Brooks Vice President and Chief Marketing Officer, PEMCO Insurance, Seattle, Washington Board Member and Board President of Word of Mouth Marketing Association (WOMMA) 37