Web 2.0 nyc 2010 metrics
- 1. Web 2.0 NYC 2010Measuring the Future: New Metrics for New Media
- 2. Measurement, 1990TVPrintSale!OOHRadioWOMMailWarranty CardTelephone SurveyCredit/ Payment InfoFocus groups
- 4. Measurement, 2000Online AdsClicksPage ViewsRegisterOptinSessionsSearchTVSale!PrintOOHRadioWOMWarranty CardMailTelephone SurveyCredit/ Payment InfoFocus groups
- 6. Measurement, 2010Review ProductBlogPostPostDiggMake videoShareTweetRe-TweetFanLikeReviewBook markRateOnline AdsClicksPage ViewsRegisterOptinSessionsSearchSale!TVWarranty CardPrintOOHCredit/ Payment InfoTelephone SurveyRadioFocus groupsWOMSocial Media
- 7. The more digital our communications get, the more transactions we perform online, the higher our expectations of what we can measure
- 8. So what can we measure?
- 10. There’s no way my company would ever measure “likes”
- 11. Ford Explorer “Reveal,” July 2010
- 12. “You also probably recall Ford’s ambitious 2011 Ford Explorer Reveal. The car maker decided to forgo the auto show and reveal its new car on the web, with Facebook as the centerpiece of the company’s online reveal strategy.The campaign proved to be more successful than anticipated. On reveal day, Ford produced the number one trending topic on Twitterin the U.S.; the Explorer was the number two most searched for term on Google; Ford’s YouTube reveal video garnered 11,000 views; more than 50,000 Ford Explorer Facebook “Likes” flooded in; and, perhaps best of all, 25,000 potential car buyers built and priced new Explorers on the company’s website.”Mashable, “Top 5 Emerging Brand Trends on Facebook,” September 28, 2010
- 13. Is that good?
- 14. FOUR KINDS OF APPLIED METRICSBrand PerceptionMarketing EfficiencyRevenue GrowthSupport Savings
- 15. Think KPINot ROI
- 16. BRAND PERCEPTION METRICSSocial Media participation is necessary to create and maintain brand reputationSentiment Brand equityThematic/ perceptual maps; cluster analysis PR functions/ crisis control Media relationshipsInfluencer relationshipsCustomer satisfactionLikeliness to buyLikeliness to recommend (NPS)
- 17. MARKETING EFFICIENCY METRICSSocial Media is an effective way to create awareness of and interest in our products and services SEOImproved rankingsReachFollowersFansForwardsInvitesWord of MouthSharesRTsResearchDefrayed/ reduced cost of surveys, focus groups, panels, testers, and secret shoppers
- 18. REVENUE GROWTH METRICSSocial Media is an effective way to drive sales Relationships that could become leadsMembers, Registrants, Fans, downloaders, subscribers, followers, bookmarkers, commentersLeadsPeople that have expressed an interest in your product in the public domain and that you can follow up with Sales Tracked from links promoted via social media channelsTracked via promo codes and offers
- 19. SUPPORT SAVINGSSocial Media is an effective way to service our customers (or let them self service themselves Content creation: user generated vs. company generated Ratings & Reviews ForumsGroupsSupport case metricsCases per channelresponse times per channelwait time per channelresolution rate per channelCustomer sat per channel Call center costs defrayed
- 24. Metrics should guide strategy, not replace it
- 25. The Journey to an Engaged EnterpriseIntegratedOperationalizedExperimentationUnawareCentral team still exists, but more work pushed to Business Units
- 26. Channels yielding impactful results
- 27. Listening yields action (internal and external)
- 28. Employees engaged, confident and competent
- 29. Rigor in dashboards is moving executive numbers
- 30. Systems and tools are optimized
- 31. Execs are bought in and support implementationsStage 4Centralized team with an empowered leader
- 32. Focusing the channels, clear purpose and strategy.
- 33. Listening yields implications, but crisis causes confusion
- 34. Focused effort on training and education
- 35. Baseline framework for metrics
- 37. Initial executive engagementStage 3Mavericks break through, but still no formal teams in place
- 38. Lots of dabbling in social channels
- 39. Monitoring conversations in silos
- 40. Uneven distribution of competency in social
- 41. Silo’d metrics measuring silo’d activities
- 42. Fractured tools, but proliferating
- 43. Barely on executive radarStage 2Stage 1Functions are silo’d and disconnected
- 44. Marketing only through traditional channels
- 45. Ambivalent to online conversations about the brand
- 46. Little knowledge and no competency around social
- 47. Traditional measures of success (SAT, Impressions, etc.)
- 48. Social not on executive radar@seanodmvp
- 49. The Destination: The Fully Engaged EnterpriseStage 5: The Fully Engaged EnterpriseBusiness OutcomesOrganizational ImpactCustomer EvidenceCustomer engagement fully distributed across enterprise
- 50. Breakthrough business results: revenue and loyalty
- 51. Entire employee base has 360 view of the customer, can anticipate needs
- 52. Customer engagement in DNA
- 53. Dashboards tie to core business metrics
- 54. Ideal mix of brand advocates (breadth and depth)
- 55. Senior executives are leading with customer engagement
- 56. Speed products and services to market, with built-in demand
- 57. Know where, when, and how customers will buy, how to best support them, and whether or not they will advocate for you.
- 58. Manage risk and fiduciary responsibilities better, despite the uncertain times
- 59. Differentiate on relationship – not price
- 60. Get and retain the best talent
- 61. Have more efficient research, development, marketing and support operations
- 62. Change your customer’s lives and lifestylesAdvocacy Scales:“I trust you”
- 64. “I feel valued and heard”
- 65. “You anticipate my needs”
- 66. “You get me”
- 67. “You don’t make me guess”
- 68. “I would never buy a competitor’s products”
- 69. “My life/family/hobby is better because of you”Deep Customer Insight + Empowered & Engaged Employee Base@seanodmvp25
- 70. thank you. safe travels.
Editor's Notes
- #21: Metrics are meant to inform strategy, not replace it