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The case for social business small
- 2. Campaign focused Social Initiatives
Campaign Red Nose Kilimanjaro Climb
KOGI BBQ
Direct Sales Channel
Sales Twitter.com/Delloutlet
Asos – online Retail Channel
Online Listening Teams
Listening Gatorade
Customer Customer Service
Service JetBlue
Southwest
Changing Changing Business Model
Business Starbucks
Model
New New Business Model
Business Giffgaff
Model
©Copyright purple spinnaker Ltd. 2011
- 3. Campaign focused Social Initiatives
Campaign Red Nose Kilimanjaro Climb - 2009 One-off Campaign
KOGI BBQ
Kilimanjaro
Climb
Website
Twitter Kilimanjaro
Climb
Facebook
Page
Follow the climbers
Hourly/Daily
Post Updates
Radio 1
Website
Youtube
BBC
Website
Flickr
©Copyright purple spinnaker Ltd. 2011
- 4. Campaign focused Social Initiatives
Campaign Red Nose Kilimanjaro Climb - 2009 One-off Campaign
KOGI BBQ
Purpose Raise Money for Red Nose Charity
Strategy Instantly communicate progress of climb
Tools Primary Tools Twitter, Youtube
Secondary Tools Websites, Facebook & Flickr
Result £3million raised through the climb
©Copyright purple spinnaker Ltd. 2011
- 5. Campaign focused Social Initiatives
Campaign Red Nose Kilimanjaro Climb - 2009 On-going Campaign
KOGI BBQ
Tweet – location of BBQ vans in LA
Web site Facebook Flickr
©Copyright purple spinnaker Ltd. 2011
- 6. Campaign focused Social Initiatives
Campaign Red Nose Kilimanjaro Climb - 2009 On-going Campaign
KOGI BBQ
Purpose Sell Korean BBQ Tacos in Los Angeles
Strategy Instantly communicate location of vans
Tools Primary Tool Twitter
Secondary Tools Website, Facebook & Flickr
Result Nov 2008 – 1 van
July 2011 – 5 vans + 1 restaurant
89,000 loyal followers and taco purchasers
300-800 customers at each location buy BBQ
©Copyright purple spinnaker Ltd. 2011
- 7. Direct Sales Channel Delloutlet – daily deals online
Sales Twitter.com/Delloutlet
Asos – online Retail Channel
US Delloutlet
UK local market
Delloutlet
1.59million followers
9k followers
©Copyright purple spinnaker Ltd. 2011
- 8. Direct Sales Channel Delloutlet – daily deals online
Sales Twitter.com/Delloutlet
Asos – online Retail Channel
Purpose Direct Sales Channel to sell Dell discounted
products in local markets
Strategy Communicate current deals through Twitter
Tools Primary Tools Twitter US
plus local market accounts
Secondary Tools Dell Websites
Result 0 – 24months US$2m
24 - 36 months US$4.5m (march 2010)
The acceleration of revenue in months 24-36 is
due to growing reach.
Direct Sales Channel – Strategy & Approach, Delloutlet
©Copyright purple spinnaker Ltd. 2011
- 9. Direct Sales Channel ASOS Multi-Digital Channel Sales
Sales Twitter.com/Delloutlet
ASOS – online Retail Channel
ASOS Online Shops
UK France
Germany USA
©Copyright purple spinnaker Ltd. 2011
- 10. Direct Sales Channel
Sales Twitter.com/Delloutlet
ASOS – online Retail Channel
918,000 Fans
Listen to
Asos
Customers
©Copyright purple spinnaker Ltd. 2011
- 11. Direct Sales Channel ASOS Multi-Digital Channel Sales
Sales Twitter.com/Delloutlet
ASOS – online Retail Channel
Jan 2011 – Asos launched full functioning Facebook store
©Copyright purple spinnaker Ltd. 2011
- 12. Direct Sales Channel
Sales Twitter.com/Delloutlet
ASOS – online Retail Channel
Purpose To develop and test an online ASOS social commerce shop
extending the buying experience to social channels
Strategy To setup a social commerce shop, which has the SAME look
and feel as online stores and to capitalise on the online
social elements of Facebook, sharing what you like,
thinking about buying are buying…..
Tools Primary Tools Bespoke Facebook Application
Secondary Tools Website & social channels to
communicate new channel
Result No case study or published results as yet
Looking to FY2011 Annual Results for announcements
©Copyright purple spinnaker Ltd. 2011
- 14. Online Listening Teams
Listening Gatorade
Purpose To monitor online conversations through a central point:
identifying key conversations around brand
identifying key online influencers
to monitor sentiment around the brand
to understand key topics of customer conversations
engage with customers and brand advocates
to communicate “real time” with brand
Strategy To setup a central digital brand listening station using a
range of social media monitoring and analytics tools
Tools Primary Tools Bespoke Dashboards
Social Media Monitoring Tools
Secondary Tools Data analytics engines
Result Lots of PR around mission control
No case study or published results as yet
©Copyright purple spinnaker Ltd. 2011
- 15. Customer Customer Service
Service Southwest
Southwest was also an early adopter of
Twitter as a customer communication
channel.
Southwest want customers to see their
“FUN” side through the online channels .
Southwest Airlines use Twitter to share
news and information about Southwest,
inform customers about flight delays or
weather issues, and route potential
customer service inquiries to appropriate
internal team members so they can assist.
Southwest Airlines have a blog which
brings together communication across
multiple social channels and use
listening tools to identify key topics
which are then passed onto the
relevant teams, customer service, PR,
Marketing, Product and Services.
©Copyright purple spinnaker Ltd. 2011
- 16. Customer Customer Service
Service Southwest
Purpose Southwest been paying careful attention to how their
customers interact with and respond to them online, and
they’ve decided that being fun and personable (in addition
to helpful and informative) is what their customers want
from them.
Strategy To use social tools, initially Twitter, adding a blog then
extending to Facebook to continue listening, responding
and informing in a fun and personable way with customers.
Tools Initial Tools Twitter
Radian6 (SMM and Listening)
Current Channels Twitter, Facebook, Youtube & Blog
Result Southwest has a reputation for being Fun and Personable
©Copyright purple spinnaker Ltd. 2011
- 17. Customer Customer Service
Service JetBlue
JetBlue was also an early
adopter of Twitter as a
customer communication
channel.
They now have a multi-
discipline team who provide
the face of the different
JetBlue internal teams.
©Copyright purple spinnaker Ltd. 2011
- 18. Customer Customer Service
Service JetBlue
Purpose To broadcast updates on flight services, weather
To listen & respond to customer queries, questions & issues.
identifying customer questions
to answer customer questions asap
to direct customer queries to correct internal team
to understand key topics of customer conversations
engage with customers and brand advocates
to enable “real time” engagement with the airline
Strategy To provide an online customer service channel for communication
Tools Initial Tools (2007) Twitter
Current Tools Moved towards multi channel and
multi discipline strategy
Result Good PR around initial Twitter initiatives
Internal “learning” since 2007
Good level of knowledge to assist with new multi channel revenue &
communication streams (Facebook booking and loyalty)
©Copyright purple spinnaker Ltd. 2011
- 19. Changing Changing Business Model
Business Starbucks
Model
©Copyright purple spinnaker Ltd. 2011
- 20. Changing Changing Business Model
Business Starbucks
Model
Real World Footprint
Starbucks Coffee Quick Facts:
Founded by: Howard Schultz
Founded in: 1971
First Store: Seattle
Number of Stores: 15,000
Number of Countries: 54
Starbucks 5 ways of being:
• Be welcoming
• Be genuine
• Be considerate
• Be knowledgeable
• Be involved
“the Starbucks experience”, Joseph A. Michelli
©Copyright purple spinnaker Ltd. 2011
- 21. Changing Changing Business Model
Business Starbucks
Model
Starbucks Online Community
Global Online Footprint
Quick Facts:
Starbucks Hosted Communities:
MyStarbucksIdea: 107k ideas
Public Social Network Followers
Facebook: 23.57million
Twitter: 1.54 million
Flickr: 6,195
Youtube: 9,005
Integrated Social Platform
Frappuccino.com: 76k Frappuccinos
Frappuccino Public Social Networks
Frappuccino FB 7.1m FB followers
Frappuccino Twitter 9,153 followers
Numbers updated May 2011
©Copyright purple spinnaker Ltd. 2011
- 22. Changing Changing Business Model Starbucks Engaged Community
Business Starbucks The new loyalty model
Model
Hosted Communities Branded Public Social Network Supported Communities
MyStarbucksIdea: 107k ideas
Ideas ARE Implemented:
VIE Instant Coffee
New Cup sizes
• Pico small size
• Trenta - supersize
©Copyright purple spinnaker Ltd. 2011
- 23. Changing Changing Business Model Engaging with & learning
Business Starbucks from the Community….
Model
Starbucks Hosted Community www.mystarbucksidea.com
Starbucks provide an idea platform for their community to share and vote on ideas for Starbucks to
investigate and potentially launch.
A couple of the implemented and community supported ideas are:
adding new coffee cup sizes (pico and trenta in US and Canada)
launching Vie instant coffee
There are 107,000 ideas currently on the www.mystarbucksidea.com website with other
community members voting for each of them.
©Copyright purple spinnaker Ltd. 2011
- 24. Changing New Product Launch
Changing Business Model
Business VIA Instant Coffee
Starbucks
Model
©Copyright purple spinnaker Ltd. 2011
- 25. Changing Changing Business Model the results..2008 - 2010
Business Starbucks
Model
The Numbers…. Operational Improvements
The Changing Business Model …. New Model opens other
growth opportunities
©Copyright purple spinnaker Ltd. 2011
- 26. Changing Changing Business Model
Business Starbucks
Model
Purpose Test, trial & review social media initiatives
Assess their value to the business
Strategy Setup a small team to test, trial and report on learnings
Listen to and learn from customers, engage where appropriate
Evaluate social initiatives against business results
Develop and integrate social into business strategy
Tools Initial Tools (2007/8) Blog, Youtube, Facebook, Twitter etc..
Current Tools Facebook, Twitter, Youtube, hosted
community, monitoring & listening
Result Proven Model for social engagement
New product development and business Innovation
Direct results to business US$180m from VIA product
Integration across all business units
Key focus of growth for Starbucks senior executive team
©Copyright purple spinnaker Ltd. 2011
- 27. New New Business Model
Business Giffgaff
Model
giffgaff is a “sim-only” mobile virtual network which is
owned by Telefonica/02.
giffgaff is an old Scottish phrase meaning mutual giving
or reciprocity which is the basis of social or community
business models.
giffgaff has been setup by Telefonica/02 as an internal
start-up limited company with a new community driven
business model with its own independent management
team and P&L
Initial funding is approximately £2million and the team
is 16 people.
The goal behind the business is to develop a
community which provides
its own customer support platform, reducing costs,
new business ideas
feedback on the business and services
©Copyright purple spinnaker Ltd. 2011
- 28. New New Business Model
Business Giffgaff
Model
The community is active, however
the most activity comes form the
support area, where the members
provide advice, knowledge and
Products support to each other around the
products and service.
giffgaff products/offers are simple,
clear and changed/refined through
feedback from the community. Consumers
Business
Ideas Customer
Member Support
Acquisition
The community support activity
vastly reduces the customer
support costs and can provide
insight into areas of concern
and also feeds back into new
business ideas.
©Copyright purple spinnaker Ltd. 2011
- 29. New New Business Model
Business Giffgaff
Model
Purpose Telefonica/02 wanted to trial a new social business model
Strategy Create a customer driven business model
Focusing on engagement through peer to peer customer support
identifying customer questions
to answer customer questions asap
to direct customer queries to correct internal team
to understand key topics of customer conversations
engage with customers and brand advocates
to enable “real time” engagement with the airline
Tools Primary Tools Owned hosted community
Listening Platforms
Secondary Tools External hosted communities
Public Social Networks, Facebook, Twitter
Result 2011 – giffgaff recognised for innovation in business and marketing
accelerating participation in online communities, especially support
©Copyright purple spinnaker Ltd. 2011
- 31. Social Strategy Framework
Listen Learn from Conversations
Who is talking Student needs
Where are they talking Agent needs
What are they talking about School Positioning
Who is listening CEG Positioning
Is it positive or negative Competitor Positioning
To competitor conversations Are people engaging with CEG
??? Are people engaging about
schools/courses programs
Are social initiatives working?
Social Media Strategy Management
Grow Engage
Audiences
What does success look like? Channels
Grow students
Topics & Themes
Grow Cambridge
Education Group Customer Experience
Grow schools Employee Engagement
Grow ??? Plan, implement
Identify business goals Moderate, Manage
Identify social measures Review
????
Internal Employee/Colleague Awareness & Education Program
©Copyright purple spinnaker Ltd. 2011
- 32. Student Acquisition & Alumni Retention Funnel
Integrated Student Acquisition
Social, SEO, WOM, Affiliates, Adwords….
Students can access service via multiple
channels and interest is sparked
Students, Parents, Agents
Student Clicks on ANY channel to find out more
Student/parent joins community
Student/parent applies to school
Student/parent participates in community
Student participates in school
community
Student builds school networks &
joins alumni
Student becomes advocate
& promotes service
©Copyright purple spinnaker Ltd. 2011
- 33. Social Strategy Workstreams
•Company Guidelines
•Roles & Responsibilities
Social
Business
Policy
•Internal Skills
• Current skill
• New Skills for current team/internal training
• New hires)
•External Partnerships
People
•Business Operating Model (which teams are responsible for each activity)
• Listening Strategy
• Social Media Customer Engagement
• Digital Brand Management
Operational • Real time customer Support
Processes
• What is the customer value proposition
• What is the new online Customer Experience
• Create Customer Journeys/Use Cases
• Develop Customer Engagement Model
Customer • Identify Primary Communication Channels
Experience
• Listening
• Community Management
• Mobile Apps (buy, build or partner)
• Content (buy, build or partner
Tools • Website design
&
Partners
Frequency (no of students signing up for schools)
Reach (increase in customers/site visits)
Conversion (lookers to bookers)
Engagement (flow of communication)
Other measures may be identified through project activities
Measures
©Copyright purple spinnaker Ltd. 2011