Webinar: So What - Evolving from Social Data to Social Intelligence

Editor's Notes

• #9: Even with such a small sample, we found clear evidence of expansion beyond managing one-to-one interactions to insight and action and triage within multiple groups within the business. This is consistent with Altimeter Group’s finding in a recent survey that at least 13 groups within enterprise-class companies are actively engaged in social media.8 This suggests that the command center, as it is implemented among some businesses, can become more deeply integrated into the fabric of the organization. But there was also a fair amount of variation among eBay, Wells Fargo, and MasterCard with regard to the priorities of these use cases. There was a clear message that the best practice is to optimize for just a few of them.
• #10: For example, MasterCard recently detected a cluster of issues related to the complexity of one of its mobile payments products for some small businesses and was able to route that information to the product team, which used the feedback to simplify the process.
• #11: For example, the Worldwide Communications team is currently working with customer support to roll out a social support program, a considerable challenge for the company given the complexity of the credit card business.
• #12: For example, MasterCard recently detected a cluster of issues related to the complexity of one of its mobile payments products for some small businesses and was able to route that information to the product team, which used the feedback to simplify the process.
• #13: For example, the Worldwide Communications team is currently working with customer support to roll out a social support program, a considerable challenge for the company given the complexity of the credit card business.
• #16: Have clarity of purpose. It’s critical to have a clear remit for a social command center, to set expectations, and guard against scope creep. Says John Bodine of eBay, “Understand your KPIs and present them clearly so anyone at a glance can understand them.” In some cases, KPIs may focus on service issues; others may focus on trying to generate awareness or consideration. Others still look for insights that inform business strategy. All should be clear, measurable, and, most importantly, actionable. • Establish sponsorship and stakeholders. Says Renee Brown, Wells Fargo Bank, “We have set up a best practice of establishing a steering committee with high-level executives who have power to make real decisions. This group meets regularly; that is very important.” She continues, “A successful command center needs to include a diverse group of people across departments with the right mix of background, skills, and point of view.” Provide broad access. Brown also argues that it’s critical to provide broad access of command center data to employees. “I would not recommend limiting the number of seats, because it’s valuable to so many different people for different reasons,” she says. • Prioritize insights. Make analytics core to digital initiatives so that insights derived from social and other digital data can contribute to shaping future campaigns and business strategy. • Don’t underestimate the power of visuals. More tactical but no less important is the role of visuals in any content strategy, particularly for global organizations. Marcy Cohen reports that (1) putting visuals front and center; (2) making content shortand “snackable”; and (3) driving back to core content consistently improves performance. • Think big and move fast. For any type of command center to be successful, it must provide value across the enterprise. “Treat it as an enterprise effort,” advises Marcy Cohen of MasterCard, “not a business silo.” John Bodine additionally believes that it’s important to move fast, since social data is so volatile. “You can’t iterate fast enough,” he says.
• #17: As consumers and devices become increasingly interconnected, the command center will likely evolve to ingest and analyze many disparate types of data, from sensor data originating in electronic products, to enterprise data, to other real-time data types, such as images and video. Organizations that plan ahead for this eventuality and include this expectation in their roadmaps will be far ahead of the game as other data types — some anticipated and some not — become strategic.
• #18: Vendor perspective – diversity in need sets & wants from analytics & command center
• #19: Credit Susan Move from external focus through some internal elements some social acknowledgement & internal elements – display & knowledge centers 3 – fully integrated (Business intelligence) – seeing loop backs to
• #20: For context - some examples of use cases Product Development * 75% of US CPG product launches fail - only 3% go on to become blockbusters CPGs spend 1 - 2% of revenues on consumer insights, costs can be reduced through social * Review data: not only do reviews help drive transactions, product reviews help drive immediate product feedback
• #21: Dandelion – social at a massive scaleown view… Distributed – Brand teams a challenge for CPG’s is that they’re separated from consumers by their retail distribution channel *  this CPG puts the voice of the customer on the desk of large volumes of staff, reducing the distance between brand managers and consumers. they deliver a co-ordinated real-time view of the earned media (campaigns, issues, topics)  they not only listen to their own conversations but look to understand their customers as well (the retailers) by using a cross-functional team structure they enable a consistent, global view of the VOC by closely collaborating with Research and Crisis Management from initial data sets they have seem corollaries between social data and sales data  social data can help reduce Bns spent on consumer insights, product development and launches  Exec Visibility
• #22: Execution – cohesive messaging – one ‘truth’ Real-time
• #23: PR – reactions to press release. Messaging
• #24: UX Issues – site frustrations, emotive – add on site data Competitive – I love that competitor X app does Y
• #25: ATM
• #26: PR – reactions to press release. Messaging
• #27: Feedback topics to multiple teams, ilke product
• #29: One source of truth Triage & route > Deep dive >
• #30: Feed back to measure impact Triage & workflow
• #36: Centralized: Enterprise wide 1 true source – insight from recent client meeting. Business units served by a central hub How & who Visualization - Routing & triage – which content goes to which business units.
• #37: Listen & engage – CS issues, product or service - ATMs
• #38: High level trends – inform across enterprise
• #40: C-suite – Stakeholder. Strategy – this WILL change with business units, product lines, Rei