social engagement journey - ant's eye view

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C l i pboa r dPageNumbe r Ant’s Eye View The Social Engagement Journey Christopher Carfi | ccarfi@antseyeview.com | antseyeview.com

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The Social Engagement Journey is a model pioneered by Ant's Eye View to guide enterprises through the changes that occur on the way to becoming a fully engaged enterprise. The journey consists of five key phases: Traditional, Experimental, Operational, Measurable and Fully-Engaged. These changes occur in a number of key areas of the enterprise, and affect strategy and operations, insights and analytics, customer advocacy and activation, channels and technology and training and education across the organization.

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Page 1: Social Engagement Journey - Ant's Eye View

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Ant’s Eye View

The Social Engagement Journey Christopher Carfi | [email protected] | antseyeview.com

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2 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View

Experienced practitioners Ant’s Eye View is a strategic management consulting !rm that helps recognizable brands transform into enterprises that fully engage with their customers. Our practitioner heritage sets us apart.

A platinum client list Founded in 2009, our client list now includes large, complex organizations such as AT&T, Autodesk, Cisco, EMC, Google, Jack in the Box, KPMG, Microsoft, P&G, Scotiabank, Unilever, USAA and Wells Fargo.

Ant’s Eye View: Who we are

Our leadership team:

Sean O’Driscoll, CEO & co-founder Jake McKee, SVP & co-founder Dustin Johnson, SVP & Managing Director, Seattle Sean McDonald, SVP & Managing Director, Austin Todd Shimizu, SVP & Managing Director, Mountain View

Our team includes social engagement leaders from:

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3 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View

Credentials and experience

Books we’ve written

Quote  about  Ci#zen  Marketers  

Books that feature our work

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B2C  

B2B  

Our clients, B2B and B2C

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The social engagement journey

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6 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View

Stage 1 Traditional Traditional, command and control business operations using one-way communication to drive business outcomes.

The social engagement journey

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7 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View

Stage 1 Traditional Traditional, command and control business operations using one-way communication to drive business outcomes.

Stage 2 Experimental Dabbling in social engagement occurs but is disconnected to business operations. Fractured tools, silo’d efforts and disparate measures reign.

The social engagement journey

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8 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View

Stage 1 Traditional Traditional, command and control business operations using one-way communication to drive business outcomes.

Stage 3 Operational Social engagement becomes more embedded in business operations. Internal training, channel alignment and campaign integration begin to deliver tangible results.

.

Stage 2 Experimental Dabbling in social engagement occurs but is disconnected to business operations. Fractured tools, silo’d efforts and disparate measures reign.

The social engagement journey

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9 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View

Stage 1 Traditional Traditional, command and control business operations using one-way communication to drive business outcomes.

Stage 4 Measurable Social engagement drives real business results, with systems and tools fully optimized to support con!dent and competent employees and to more fully harness online relationships.

Stage 3 Operational Social engagement becomes more embedded in business operations. Internal training, channel alignment and campaign integration begin to deliver tangible results.

.

Stage 2 Experimental Dabbling in social engagement occurs but is disconnected to business operations. Fractured tools, silo’d efforts and disparate measures reign.

The social engagement journey

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10 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View

Stage 1 Traditional Traditional, command and control business operations using one-way communication to drive business outcomes.

Stage 4 Measurable Social engagement drives real business results, with systems and tools fully optimized to support con!dent and competent employees and to more fully harness online relationships.

Stage 3 Operational Social engagement becomes more embedded in business operations. Internal training, channel alignment and campaign integration begin to deliver tangible results.

.

Stage 2 Experimental Dabbling in social engagement occurs but is disconnected to business operations. Fractured tools, silo’d efforts and disparate measures reign.

Stage 5 Fully engaged Social engagement and customer experience is part of the organization’s DNA. Breakthrough business results – increased revenue and loyalty are realized.

The social engagement journey

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11 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View

The key focus areas

Strategy and

Operations

Channels and

Technology

Insights and

Analytics

Readiness and

Education

Activation and

Execution

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12 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View

The social engagement journey in detail

Strategy and operations

Functions are disconnected. “Owner” of information controls sharing.

Mavericks break through, but still no formal teams in place.

Empowered centralized team, run by a proven leader. Leaders driving coordinated initiatives.

Central team still exists, but more work being pushed to business units. Execs bought in.

Coordinated teams manage risk and fiduciary responsibilities. More efficient business operations.

Readiness and education

Social Engagement not on executive radar.

Lots of dabbling in social channels.

Focused effort on training and education.

Employees trained, engaged on social and competent.

Senior exec. leading with engagement and sponsor ideation.

Channels and technology

Marketing, customer support via traditional channels. Email is primary channel.

Social tools pop up based on function. Shared workspaces are created but silo’d.

Social tools being deployed to meet specific business needs. Tools editing to amplify efforts.

Legacy tools being replaced —social tools integrated with key workflows. Systems, tools are optimized.

Adoption and impact of social tools is measureable.

Insights and analytics

Ambivalent to online conversations about the brand.

Monitoring conversation in silos.

Listening yields implications. Baseline framework for metrics.

Improvements in efficiency, impact are measured. Dashboards make impact.

Dashboard tied to revenue. Products, services brought to market quickly.

Activation and execution

Campaigns do not have a customer view. Limited social engagement planning.

Social tools used for promotion purposes. One-way communication from the brand.

Social now part of the planning process. Influencers are identified.

Listening and engaging on social channels increases share of conversation.

Breakthrough business results —increased revenue and loyalty.

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13 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View

Companies on the social engagement journey

Stage 5 Stage 1 Stage 3 Stage 4 Stage 2

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Journey assessment (illustrative)

Category Stage  1 Stage  2 Stage  3 Stage  4 Stage  5

Strategy  &  Planning

Business  Opera3ons

Risk  Mi3ga3on

Execu3ve  Support

Resource  Management

Marke3ng  Channels

Conversa3on  Monitoring

Feedback/Innova3on

Employee  Competency

Systems/Tools

Measurement

Customer  Support

Advocate  Engagement

Customer  Insight

Initial Assessment: Company is currently in Stage 2 of the client journey. There is executive support and internal excitement, but online engagement activities are fractured. Without an overall strategy, customer advocate engagement, measurement or consistent conversation monitoring, it is difficult to move forward to Stage 3.

Initial Assessment: Company is currently in Stage 2 of the client journey. There is executive support and internal excitement, but online engagement activities are fractured. Without an overall strategy, customer advocate engagement, measurement or consistent conversation monitoring, it is difficult to move forward to Stage 3.

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15 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View

Example: Taking customer advocate engagement from stage 2 to stage 3

Category Stage  1 Stage  2 Stage  3 Stage  4 Stage  5

Strategy  &  Planning

Business  Opera3ons

Risk  Mi3ga3on

Execu3ve  Support

Resource  Management

Marke3ng  Channels

Conversa3on  Monitoring

Feedback/Innova3on

Employee  Competency

Systems/Tools

Measurement

Customer  Support

Advocate  Engagement

Customer  Insight

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16 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View

Stage 1 Traditional Traditional, command and control business operations using one-way communication to drive business outcomes.

Little or no recognition of in!uencers and advocates.

Stage 4 Measurable Social engagement drives real business results, with systems and tools fully optimized to support con!dent and competent employees and to more fully harness online relationships.

Measurable advocacy processes yield bene"ts in marketing, support, sales.

Stage 3 Operational Social engagement becomes more embedded in business operations. Internal training, channel alignment and campaign integration begin to deliver tangible results.

Clear in!uencer/advocate distinction.

Consistent bene"ts stack across all programs.

Hub/Spoke CoE in place.

Stage 2 Experimental Dabbling in social engagement occurs but is disconnected to business operations. Fractured tools, silo’d efforts and disparate measures reign.

One or more “in!uencer” or “advocate” programs in place.

Stage 5 Fully engaged Social engagement and customer experience is part of the organization’s DNA. Breakthrough business results – increased revenue and loyalty are realized.

Advocacy activities are part of self-sustaining feedback loop with customers.

The social engagement journey applied to customer advocacy

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De"ning in#uencers and advocates

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18 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View

In#uencers and advocates

An in!uencer is someone who actively shares their opinions, passions and

expertise through their (large) personal and professional networks.

An advocate is someone who proactively defends, promotes and participates in the public conversation for a particular brand,

product, service or cause.

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19 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View

In#uencers are ampli"ers and accelerators

INFL

UEN

CERS

message message

message

message

message

message

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20 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View

De"nition of advocacy

Advocacy (Ad-vo-ca-cy), noun 1. the act of pleading for, supporting, or recommending 2. aiding the cause or policy or interests of 3. a vehement and vociferous advocacy of a cause 4. the act of earnestly supporting or encouraging

Advocate (Ad-vo-cate), noun

1. one that pleads the cause of another 2. one that defends or maintains a cause or proposal 3. one that supports or promotes the interests of another

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Advocates are defenders of the brand

The vision: Find, connect and engage advocates to amplify messages and create lasting relationships between your organization and a growing community of passionate users.

I like you.

(That’s “satisfaction.”)

Functional orientation Expectations consistently met

Transactional relationship Low engagement

I defend you.

(That’s “advocacy.”)

Affinity orientation Products fuel creativity

Proactive brand defense Expectation for transparency Attached to a “higher calling”

I love you.

(That’s “loyalty.”)

Relationship orientation Products exceed expectations

Recommendation behavior Active engagement

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22 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View

From campaigns to always-on

Social-driven marketing Value-add products/services, supported by campaigns and consistent social interaction, yield sustained relationships, helping to inspire loyalty and advocacy. Key

Interest Platform / service

Campaign size Advocacy base

Traditional marketing Cyclical campaigns and press announcements yield transactional relationships. Key

Interest

Campaign size

Year 1 Year 2 Year 3 Year 1 Year 2 Year 3

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23 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View

Meet Goran

Source: nivas.hr

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Why?

Adobe bleeds so we can have good software that provides our daily bread and milk (and honey). I bleed for Adobe. Even if Microsoft buys Adobe, even if Adobe changes logo, even if entire digital world collapses and everything goes to hell – this logo was a part of my life during the last 12 years, and by the looks of it, it will be for the next 12 as well. It feeds me, it pays my bills, it drives me, and it makes me a better person. As such, in my mindset, it deserves this.  

- Goran Daemon Peuc      

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Advocacy case studies

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©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 26

Microso$ MVP: Activation and Advocacy

Client Microsoft Client need Recognize and motivate over 4000 advocates worldwide Our service Activation and Advocacy: Participatory Marketing Key takeaway Deeper relationships between brand and key customers yield bene!ts for both Tangible client bene"t •  Nearly 10MM answers provided through support channels •  $1MM+ in savings in content creation staffing •  MVPs contribute 5x more bugs than the average Beta

participant •  MVPs contribute 10x more validated solutions than non-MVP

participants

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©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 27

Aruba Networks: Activation and Advocacy

Client Aruba Networks Client need Activate customer and industry MVPs for increased engagement Our service Activation and Advocacy: Participatory Marketing Key takeaway Put the customer’s needs !rst The solution MVP program tightly integrated with community, event and certi!cation activities Tangible client bene"t Highly engaged customers, market reach, increased engagement

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Lytro: Activation and Advocacy

Client Lytro Client need Develop advocacy program for a new upstart Our service Activation and Advocacy: Participatory Marketing Key takeaway Different advocates have different needs The solution Advocacy program that meets the needs of artists, scientists and activists Tangible client bene"t Movement from ad-hoc advocate engagement to a scalable, repeatable process

Source: Lytro

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Moving advocacy through the stages of the journey

Create a hub-and-spoke model for advocacy Ensure the branding and identity, privileges and bene"ts of community programs are aligned Create a central/sharable customer pro"le Deploy a central playbook for community managers for program management Create a distributable handbook/playbook for activating program members Tie program to measurable bene"ts Create a feedback loop Iterate and execute

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What next?

Download this presentation from: http://www.slideshare.net/antseyeview Understand where your organization is on the journey •  Traditional? (Stage 1) •  Experimental? (Stage 2) •  Operational? (Stage 3) •  Measurable? (Stage 4) •  Fully-engaged? (Stage 5) Determine which areas to focus on, in which order Build and plan and execute!          

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Austin 6600 N. Lamar Austin, TX 78752 Seattle 1932 1st Ave., Suite 814 Seattle, WA 98101 Silicon Valley 154 E. Dana St. Mountain View, CA 94041 antseyeview.com @antseyeview

Thank you!