Escuchando en un mundo socialmente conectado por Forrester Research

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3. Commonly Asked Questions
1. Will I be able to get copies of the slides after the event?
2. Is this web seminar being taped so I or others can view
it after the fact?

4. Today’s Presenters
• Suresh Vittal
Principal Analyst
Forrester Research
• Blake Cahill
Senior Vice President of Marketing
Visible Technologies
• Dennis Bye
Group Manager, Digital Marketing
Microsoft US Central Marketing Group

6. Listening in a socially
connected world
Suresh Vittal
Principal Analyst
Forrester Research
February 17, 2009

7. Listening is the
foundation for a social
media strategy
7 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

8. Agenda
• The case for listening
• Defining Listening platforms
• 2009 Forrester Wave™ on listening platforms
• Recommendations
8 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

9. Agenda
• The case for listening
• Defining Listening platforms
• 2009 Forrester Wave™ on listening platforms
• Recommendations
9 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

10. Consumers control a company’s
reputation
• Customers are more likely to trust online reviews
from peers than a company’s marketing.
10 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

11. Consumers control a company’s
reputation
• Customers are more likely to trust online reviews
from peers than a company’s marketing.
• Conversations, both good and bad, spread quickly.
11 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

12. News and opinions travel quickly . . .
Source: USA Today (http://www.usatoday.com/tech/products/2008-11-18-motrin-ads-
12 twitter_N.htm) Forrester Research, Inc. All rights reserved.
Entire contents © 2008

13. Consumers control a company’s
reputation
• Customers are more likely to trust online reviews
from peers than a company’s marketing.
• Conversations, both good and bad, spread quickly.
• Social tools make brand advocates highly influential.
13 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

14. Social media acts as a proxy for mass
marketing
HP’s Kung Fu
Panda
campaign
contacted 200
bloggers, to
eventually
Source: Silicon Valley Mom’s Blog reach more
14 Entire contents © 2008 Forrester Research, Inc. All rights reserved.
than 800,000

15. Consumers control a company’s
reputation
• Customers are more likely to trust online reviews
from peers than a company’s marketing.
• Conversations, both good and bad, spread quickly.
• Social tools make brand advocates highly influential.
• This is only the beginning.
15 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

16. An informed consumer is a powerful
consumer
The “new info shopper”
According to the WSJ and PSB
research:
• “A whopping 92% of
respondents said they had more
confidence in information they
seek out online than anything
coming from a salesclerk or
other source.
• Information seeking is not just
an activity, it's a way of looking
at the world.
• But how many marketers today
work back from what this new
consumer is thinking and doing?
Not many.
• Most lag way behind in creating
a new model of consumers and
the steps they take before they
buy.”
16 Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Source: Wall Street Journal

17. More than three quarters of the US is
participating in some way
Publish a blog.
Publish your own Web pages.
21% Creators Upload video you created.
Upload audio/music you created.
Write articles or stories, and post
them.
Post ratings/reviews of
37% Critics products/services.
Forrester
Comment on someone else’s blog.
Contribute to online forums.
Technographics
Contribute to/edit articles in a wiki.
®
19% Collectors Use RSS feeds.
Ladder
Add “tags” to Web pages or photos.
“Vote” for Web sites online.
35% Joiners Maintain a profile on a social
networking site.
Visit social networking sites.
Read blogs.
Watch video from other users.
69% Spectators Listen to podcasts.
Read online forums.
Groups include people
Read customer ratings/reviews.
participating in at least
one of the activities
25% Inactives monthly.
None of the above
17 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

18. Initially marketers
turned to brand
monitoring
18 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

19. Definition
Brand monitoring:
The ongoing analysis of
mainstream media and consumer-
generated content to identify trends
relevant to a company's marketing
activities and competitive
landscape
19 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

20. But marketers
need to do more.
20 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

21. Marketers are making listening a top
priority
“In 2009, P&G will . . . focus on
listening. Our goal is to reduce the
amount spent on traditional
research by half and to devote the Kim Dedeker
VP, Global
remaining 60% to “listening” Consumer and
Market Knowledge
research.” Procter & Gamble
21 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

22. Agenda
• The case for listening
• Defining Listening platforms
• 2009 Forrester Wave™ on listening platforms
• Recommendations
22 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

23. Definition
Listening platforms:
A technology and analytics
infrastructure that mines a wide
variety of traditional, online, and
social sources to extract and
deliver insights that shape a firm’s
strategy across the marketing mix
23 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

24. Listening informs many marketing
activities
Product Innovation
Consumer segmentation
Sentiment analysis
Positioning
Crisis communication
Brand monitoring
Tactical Strategic
Tactical Strategic
24 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

25. Listening platforms share a three-step
process
• Data retrieval
–From myriad of sources, including social media, rich
media, offline media, news, and micromedia
• Data processing
–Text analysis through NLP, Boolean processing,
and/or human analysis
• Insight delivery
–Dashboards, reports, and/or consulting services and
advisory
25 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

26. The listening platform process
Source: Listening Platforms Landscape Forrester report
26 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

27. Agenda
• The case for listening
• Defining Listening platforms
• 2009 Forrester Wave™ on listening platforms
• Recommendations
27 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

28. Screening criteria
• Screening criteria used for determining vendors:
– Significant market presence
•Annual revenues
•Client relationships
–Frameworks to support multiple marketing scenarios
–Broad data coverage
–Forrester clients’ demand from inquiries
28 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

29. Forrester Wave™ methodology
• Screener surveys
– Determined the most relevant vendors (seven) by evaluating
vendor’s full business model with surveys
• Client reference checks
– Spoke with five current customers for each vendor to validate
product and vendor qualifications.
• Hands-on lab evaluations.
– Vendors spent one day with a team of analysts who performed a
hands-on evaluation of the product using a scenario-based
testing methodology.
– Product demos — Vendors conduct demonstrations of their
product’s functionality. We used findings from these product
demos to validate details of each vendor’s product capabilities.
• Evaluating Forrester exercise
– Instructed each vendor to track Forrester for a predetermined
time period and make marketing recommendations based on
findings
29 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

30. Forrester Wave™ evaluation criteria
• Current offering
– Vendor’s breadth, geography, and multilingual coverage of data sources
– Core functionality — from set up and monitoring, to dashboards,
reports, alerts, and external integration.
– Text analysis — how vendors analyze data, extract concepts, and
identify sentiment
– Consulting and analysis services — how vendors delivered insights to
support specific use cases like influencer analysis, new product
development, and market segmentation
• Strategy
– Go-to-market strategies and how well each articulates the move from
passive brand monitoring to active listening
– Strength of management teams
• Market presence
– Emphasized customer information including feedback from customer
references, active accounts, average sale size, and client growth
30 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

31. Forrester Wave™ results
Risky Strong
Bets ContendersPerformers Leaders
Strong Market presence
Nielsen
BuzzMetrics
TNS Cymfony
Dow Jones Insight
Visible
J.D. Power & AssociatesTechnologies
Current
offering Biz360
Radian6
Weak
Weak Strategy Strong
Source: “The Forrester Wave™: Listening Platforms, Q1 2009” Forrester report
31 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

32. Agenda
• The case for listening
• Defining Listening platforms
• 2009 Forrester Wave™ on listening platforms
• Recommendations
32 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

33. Recommendations — questions to answer
• What are the goals of using the listening platform?
– Customer segmentation, crisis management, market research for
product development, competition tracking, etc.
• Which media sources are relevant to our goals?
– Social media, traditional media, offline media, or a combination?
• How much time can the team commit to a listening platform?
– Dashboards provide relevant results but are time consuming.
– Reports save time but can lack full value.
– Services take time but offer high value.
• How much money can the team commit to a listening platform?
– Cheaper options often lack robust features.
• How prepared is the marketing team to use a listening platform?
– Who will oversee the platform, administer queries, be responsible
for data, etc.?
33 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

34. Thank you
Suresh Vittal
+1 617.613.6097
svittal@forrester.com
www.twitter.com/sureshvittal
www.forrester.com
34 Entire contents © 2008 Forrester Research, Inc. All rights reserved.

35. Beyond “Listening”
Examples of How Leveraging Social Media Can
Transform Your Brand & Organization
Blake Cahill
SVP of Marketing
blake@visibletechnologies.com

36. Visible Technologies - Overview
• Founded in 2003
• Offices in New York, Seattle, Boston, LA, San Francisco with over 80
employees
• Industry-leading products to track, measure and engage in social media
conversations (TruCast®) and online reputation management (TruView™)
• Clients:
• Awards:

37. Social Media Challenges Marketers & Organizations
• A new channel with overwhelming amounts of data
• Separation of insights and issues from useless data
• Discovery of new topics and trends
• Coordination of ownership across the organization
• Analysis of overall brand impacts
• Identification of “influentials”
• Pro-active participation in discussions
• Competitive analysis
• ROI measures
• Global reach

38. Who Should be Paying Attention?
• Brand Marketers
• Media Buyers
• Public Relations
• Product Development
• Market Research
• Customer Service
• Executives
…..THE ENTIRE ORGANIZATION...BUT HOW & WHY?

39. What Can Be Learned & How?
Online Word-of-Mouth
Customer Experience
Product Innovation
Consumer segmentation
Sentiment analysis
Positioning
Crisis communication
Brand monitoring
Strategic
Tactical
Additionally, Customer Experience and Online Word-of-
Mouth should also be consider categories

40. Case Study: Brand Monitoring
Situation:
Client was a major
sponsor of the Summer
Olympics and had
invested heavily to
increase awareness
around their brand image
and products.
Action:
Monitor all conversations
about company brand,
products and services ,
and specific athlete
sponsorships to measure
overall volume of
conversations, sentiment,
and any radial/viral spread
of conversations.
Results:
Client saw a large
increase in conversations
while being able to keep
an eye on the overall
sentiment changes
throughout the event. The
individual conversations of
athletes' had a very
positive impact for the
brand.
This visualization has also been used to track crisis comms situations for clients as well

41. Case Study: Positioning – Conversation Analysis
Situation:
A major CPG
manufacturer was looking
to understand all online
conversations about their
recently launched food
product with respect to
terms and attributes used
in online discussions
about the product.
Action:
Aggregate all
conversations and dissect
which words and phrases
were being used in
addition to measuring the
sentiment of
conversations as well as
competitor conversations
for similar products.
Results:
Client recognized a
number of key messages
were and were not
resonating with many
consumers and adjusted
marketing messages and
competitive differentiation
based on findings.

42. Sentiment Analysis – What Can Be Learned?
Measuring Sentiment can reveal
the relative post-volume and
sentiment values for each of the
topics of data being collected on
behalf of a client.
Our client data suggests that
typically, less than 25% of
statements made about any
given topic within the social
media space contain sentiment.
Additionally, tracking changes in
sentiment of conversations
overtime (in conjunction with
actions taken by marketers or
organizations to move this
indicator) is a KPI (Key
Performance Indicator) that most
best-in-class organizations have
adopted.

43. Case Study: Segmentation Analysis
Size shows influence: find
authors who lead, to impact
authors who follow.
Situation:
A major film manufacturer
was looking to understand Color shows sentiment: find
all online conversations disgruntled customers of your
about a particular affinity competitors for conversion.
group prior to the launch
of their new product. Identify groups with whom your
Additionally, they wanted competitors don’t have a
to understand competitive foothold in the marketplace.
affinity and sentiment.
Reach out to brand advocates
Action: to reward and encourage their
Aggregate all support.
conversations and dissect
which online consumers Discover strong voices for your
were grouped around a competitors: know who’s in the
particular affinity as well room when you engage.
as measure sentiment and
analyze all competitive Interact with positive
affiliations. consumers: they’re more likely
to enjoy your product in the
Results: context of their enjoyment of
their activity, creating
Client recognized a transference.
number of key influencers
that were brand and un- Identify broad-market leaders,
brand affiliated to which who’s broader reach warrants
they targeted there online outreach: prioritize your actions.
launch actions towards.

44. Case Study – Online Word-of-Mouth/Engagement
Three days later,
influential blogger
Robert Farago
challenges GM’s
positioning on “The
Truth About Cars”
blog
05/16/08 05/19/08 05/19/08
TruCast finds TTAC
post and starts
GMnext Team Member
collecting and
Chris Terry writes on
analyzing the growing
GM blog that company
number of comments
is considering more
and conversations
turbo engine vehicles
to address performance
and fuel economy
issues

45. Case Study – Online Word-of-Mouth/Engagement
Johnny Canada : Robert Farago :
Chris Terry launches
May 19th, 2008 at 10:05 am May 20th, 2008 at 11:32 am
TruCast Engagement
Manager where he reviews
“Smaller engines using a Turbo “Christe. You may be interested
analysis of all conversations
can generate impressive to note that you are the first GM
and crafts response he
horsepower gains, but still lack employee to ever do so.
posts through platform back
the low rpm torque needed to get Congratulations! Thank you for
to TTAC. TruCast
a heavier vehicle moving. As a engaging in this online
automatically starts
result, a Turbo is best utilized on conversation. I’m extremely
analyzing new comments
small lightweight vehicles.” grateful …Let’s do this again.”
Mid May 05/20/08 Late May
Farago and others
acknowledge GM
participation and tone of
conversation starts
changing more
Consumers continue favorably toward GM
to challenge GM