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Kukutana<br />Social Business Cafe<br />Kukutana<br />Social Business Cafe<br />Welcome toKukutanaSocial Business Cafe<br />

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Agenda<br />Welcome to Kukutana<br />A potted History of social tools<br />Examples of how Social Tools are changing business<br />A framework for Social Tools<br />

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Kukutana<br />Founded in October 2009<br />Kukutana means “to meet one another” in Swahili<br />Inspired by Tuttle Club (Founded Feb 2008 by Lloyd Davis)<br />“It’s a place. A place where people like us, people who “get” this social media, blogging, podcasting, video blogging, online social networking stuff and are using it in interesting ways to make things happen in businesses, government and in our own lives.<br />There are places like this in other parts of the world, but we want one in our town – London. So we’re making it…”<br />Kukutana was created to bring people together to "meet one another“ and to learn from each other through sharing knowledge, work experiences and business successes from social tools and collaborative business projects. <br />Every Kukutana meeting has a speaker who leads the session on a specific topic and the group is encouraged to participate, by asking questions and adding their experiences to the discussion.<br />

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2000....<br />1960’s<br />BRANDED Services<br />Wikipedia<br />Friends Reunited<br />Linkedin/Xing<br />YouTube<br />Flickr<br />Myspace<br />Facebook<br />Second Life <br />Communispace<br />Habbo Hotel<br />World of Warcraft<br />NING<br />Twitter<br />Jellycast<br />Britkite<br />TBC.....<br />1990’s<br />Social Tools<br />Wikis<br />Blogs<br />Podcasts<br />iTunes<br />IPOD’s/MP3<br />Digital Video<br />Digital Photo Albums<br />Mini-BLOGS<br />Online <br />Twitter<br />Ning<br />Friendfeed<br />Slideshare<br />Scribd<br />EMAIL<br />Intranets<br />Web sites<br />Online Communities<br />Online Dating<br />BLOGS<br />Google<br />Digital Audio Players<br />Digital Cameras<br />RSS<br />Customer Com<br />Open Source Initiative<br />1970’s<br />Online Games<br />Bulletin Board Systems<br />Forums<br />1980’s<br />Business Tools<br />Online Chat<br />Public access to tools<br />Potted History of Social Tools<br />

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Social Tools ….?<br />Social Tools ...<br />Social Tools are..<br />Enable Individuals, Organisations and Brands<br />Connect<br />Communicate<br />Collaborate<br />Converse<br />Share<br />Update<br />Share and disseminate Content which is<br />Entertaining<br />Educational<br />Engaging<br />Informative<br />Encourage and Enabling Participation<br />Web sites<br />Blogs<br />Microblog/Twitter<br />Wikis<br />Brand Communities<br />Online Games<br />Community Email/Chat<br />SMS<br />Videos<br />Podcasts<br />

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Social Tools are changing business…<br />Supporting Individual campaigns<br />Engaging stakeholders, including customers, employees, shareholders, business partners and influencers<br />Launching and developing new businesses<br />Supporting customers<br />Recruitment<br />Creating new services<br />

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Individual Campaign<br />Red Nose Day<br />

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Fund Raising – Red Nose Climb<br />Kilimanjaro <br />Climb <br />Website<br />Kilimanjaro <br />Climb <br />Facebook<br />Page<br />Twitter<br />Follow the climbers<br />Hourly/Daily<br />Post Updates <br />Radio 1 <br />Website <br />Youtube<br />BBC <br />Website<br />Flickr<br />

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Duration January – March 2009<br />PurposeRaise Money for Red Nose Charity<br />StrategyInstantly communicate progress of climb<br />Tools Primary Tools Twitter, Youtube<br /> Secondary Tools Websites, Facebook & Flickr<br />Result£3million raised through the climb<br />Red Nose Day – Kilimanjaro Climb<br />

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Engaging Stakeholders<br />Dell<br />Starbucks<br />

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Dell’s Social Stakeholder Initiatives<br />YouTube Channel<br />Facebook Communities<br />Dell Wiki (knowledgebase)<br />Corporate Blog<br />Customer Support<br />Twitter Sites<br />Dell Podcasts<br />Twitter UK Outlet<br />EBay Reseller Shop<br />

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PurposeSell Computer technology across the globe<br />StrategyUse social tools and consumer social networks to communicate to, collaborate with, support and sell to customers and inform other stakeholders.<br />ToolsPrimary Tools Website, <br /> Twitter daily discounts<br /> Customer Support Forums <br />Secondary Tools Facebook, Youtube, <br />ResultUS$6.5m revenue through Twitter channel (Dec 2009)<br /> Reduction in Customer Support Costs (since 2000)<br /> Ongoing multi channel communications to stakeholders <br />Dell Computers<br />

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Starbucks – asking for ideas<br />

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Duration Ongoing<br />PurposeListen to Starbucks Customers for new product lines and initiatives<br />StrategyUse Starbucks online community and consumer research to get permission from customers to create an instant product ensuring that an instant product line adds revenue and does not damage the brand with existing customers.<br />ToolsStarbucks Community<br />ResultStarbucks launch new products lines <br />Via instant coffee<br />Plenta and Micra cup sizes, Fall 2010 in US & Canada <br />Starbucks<br />

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Launch & Develop New Business<br />Kogi BBQ - Los Angeles<br />

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KOGI BBQ - LA<br />Tweet – location of BBQ vans in LA<br />Twitter – 61, 260 followers<br />Flickr<br />Facebook – 9, 364<br />Web site<br />

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FoundedNovember 2008<br />PurposeSell Korean BBQ Tacos in LA<br />StrategyUse Twitter to instantly communicate van’s location<br />ToolsPrimary Tool Twitter<br /> Secondary Tools Website, Facebook & Flickr<br />ResultNov 2008 <br /> 1 van <br /> April 2010 <br /> 1 Restaurant opened – March 2010<br /> 4 Vans selling Korean BBQ Tacos<br /> Groups of up to 300-800 customers <br /> turn up to buy BBQ Tacos at different locations<br />Kogi BBQ – Los Angeles<br />

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Supporting Customers<br />Sony<br />

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Sony PlayStation<br />Lithium Social CRM Benefits<br />Direct and Indirect Support Call Deflection<br />Peer-to-peer Q&A via forum threads and search serves as a self-service alternative to call centre channel.<br />Faster Issue Resolution and Few Escalated Support Calls<br />Community content expands and enhances relevance of knowledge base for support reps.<br />Elimination of Alternative Support Channels<br />Email and chat-based support is re-directed to the community, with an escalation path for unanswered posts.<br />Sony have been supporting their PlayStation customers for 10 years using the Lithium platform, in 10 languages.<br />

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Recruitment<br />Graduate Recruitment<br />Marketing Recruitment<br />

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Graduate Recruitment<br />Facebook – 506<br />Twitter – 50<br />Clifford Chance, the international Law firm added social networks as channels in their graduate recruitment program within the last few months.<br />Youtube – 19 subscribers<br />

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Marketing Recruitment<br />Youtube - 6<br />Onlymarketingjobs.com<br />LinkedIn – 14, 153<br />Facebook – 867<br />Twitter – 941<br />Own Community – 2,920<br />

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Creating New Business Services<br />Market Research – Private Communities<br />Monitoring/Listening to Social Communications<br />

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Private Consumer Communities<br />Face Group – UK company<br />Private consumer communities<br /><ul><li>Groups of brand, product or company customers

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Facilitated by 3rd party companies to conduct research

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Communities are managed to deliver

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Market Research

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Consumer Insight

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Product Innovation

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Brand Strategy direction

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Communities created with a clear objective in mind. </li></ul>Communispace – US company<br />The benefits of a private community<br /><ul><li>Reduced risk in new product development

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Segment target audience for new product development/innovation

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Identifying the right participant will increase the validity of the information obtained

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Creation of an “engaged” group of customers who feel more aligned to your organisation

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As with all communities there success is determined by the management of the community and must be created with a clear objective in mind. </li></li></ul><li>Social Media Monitoring<br />Monitor conversations, blog posts, comments, reviews, articles and news ABOUT your customers, organisation, brand, product, leadership team, employees, share price or company announcements<br />Evaluate <br />what impact (if any) is the online social activity having on your business<br />Which area of your business is being impacted<br />Plan if and how your organisation should respond<br />Ignore<br />Participate in conversations<br />Change internal business processes<br />Publish guidelines to internal teams and external communication partners<br />Alterian SM2<br />Sentiment Metrics<br />Radian6<br />

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A framework for Social Projects<br />

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Identify <br />Impact Areas<br />Understand Impact & Risks<br />Brand<br /> Reputation<br /> Shareholders<br /> Customers<br /> Executives Reputation<br /> Regulation<br /> Competitors<br />Online & Social<br />Monitor/Listen <br />Who is talking<br />Where are they talking<br />What are they talking about<br /> You<br /> Your competitors<br />Who is listening<br />Is it damaging<br />Is it positive or negative<br />Scenario<br />Planning<br />Identify <br />Impact Areas<br />Monitor/Listen<br />Deliverables<br />Business Objectives<br />Engagement Guidelines<br />Scenario Planning<br />Brand<br />Reputation<br />Customer Experience<br />Employee Engagement<br />Unions<br />CEO<br />Shareholders<br />Management Policies<br />Define key actions<br />Identify key measures<br />Report to stakeholders<br />Define key responses<br /> Join the conversation<br /> Make a statement<br /> Listen, learn and inform<br /> Change a business process<br /> Empower colleagues<br />Scenario<br />Planning<br />Take <br />Action<br />Colleague Awareness & Education Program <br />27<br />Framework for Social Initiatives<br />

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Social Media Guidelines - example<br />Be aware that what you publish online lives forever <br />Be honest <br />Provide factual information <br />Please do not criticise clients, colleagues or business partners <br />Do not disclose company confidential information<br />Please link to online references and original source materials directly <br />Please respect others when articulating your opinions<br />Please aim to add value when creating a post or commenting on others posts<br />Please use your own voice when contributing, you may take a few posts to find your voice<br />Please correct errors quickly <br />Please respect others points of view<br />Please reply to comments made on your posts as promptly as possible<br />Please ensure all links to external sources are valid<br />Please identify yourself, relationship to “company/organisation” and area of expertise<br />Do not feel under pressure to be active 24/7<br />28<br />

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Social Business<br />10 step plan<br />

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10 steps to social business…<br />Identify Business Goal<br />Does it involve customers, employees, shareholders, business partners and influencers?<br />Can social tools add value?<br />Identify a social toolkit<br />Develop engagement guidelines<br />Train your teams<br />Get started<br />Review, what is working, what is not<br />Adapt, refine, replace, remove<br />Keep going…….<br />

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Thank you<br />

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Kukutana<br />Social Business Cafe<br />Kukutana<br />Social Business Cafe<br />Kukutana Social Business Cafe<br />