Clients and agencies need to find robust ways to prove the business value of Social. #IPASocialWorks aims to provide definitive guidance as to the roles that social media can play, and how to measure its effectiveness and ROI. This came from the IPA Eff Fest in October 2013.

1. #IPASocialWorks
#IPASocialWorks
15th October 2013

2. The Problem
Clients and agencies
need to find robust ways
to prove the business value
of Social.
#IPASocialWorks
15th October 2013

3. Where we‟re aiming for
To provide definitive guidance
as to the roles that social media can play &
how to measure its effectiveness and ROI
Add to the
“Treasure house
of learning”
#IPASocialWorks
15th October 2013
Robust
Methodologies
to using social
and measuring
its impact
A detailed guide
to the various
research
techniques – a
“how to”

4. A collaborative approach
#IPASocialWorks
15th October 2013

5. The Steering Group
Stephen Maher, MBA
Mark Earls, Herdmeister
James Devon, MBA
Pete Markey, RSA
Chris MacLeod, TFL
Keith Gulliver, RSA
Lucy Whitehead, TFL
Bruce Daisley, Twitter
Christopher Wellbelove, BT
Jake Steadman, Twitter
Fran Cassidy, Cassidy Media Pship
Jane Frost, MRS
Janet Hull, IPA
Chris Walsh, MRS
Nigel Gwilliam, IPA
Gemma Greaves, The Marketing Society
Simeon Duckworth, Mindshare
Sarah Woolley, The Marketing Society
Jed Hallam, Mindshare
Prof. Paddy Barwise, London Business School
#IPASocialWorks
15th October 2013

6. The process so far
Hypotheses based on key ways in which
Development of
hypotheses
social is being used by marketers.
Not exhaustive, but a starting point
Provided the basis for who to talk to
with the next stage…
#IPASocialWorks
15th October 2013

7. The process so far
Reviewed c. 40
existing reports
Development of
hypotheses
Desk research /
Outreach
Exploration with
measurement
experts e.g. Peter Field
> 100 cases
explored
c. 20 depth
case interviews
#IPASocialWorks
15th October 2013

8. The process so far
Development of
hypotheses
Desk research /
Outreach
Peer Review
by effectiveness
experts
Simeon Duckworth, Mindshare
James Devon, MBA
Jed Hallam, Mindshare
Paul Edwards, Hall & Partners
Janet Hull, IPA
Alex Batchelor, Brainjuicer
Mark Earls, Herdmeister
Russell Morris, Amazon LOVEFiLM,
Fran Cassidy, Cassidy Media Partnership
Jeremy Martin, Camall Research
Graham Drew, VCCP Share
#IPASocialWorks
15th October 2013

9. The process so far
Development of
hypotheses
Desk research /
Outreach
Peer Review
by effectiveness
experts
Today
#IPASocialWorks
15th October 2013

10. What we‟ve found so far.
1. Overall observations
2. Hypotheses framework
3. Example cases & towards robust methodologies
(Visit Iceland, Fridge Raiders, TFL, O2, BT)
#IPASocialWorks
15th October 2013

11. What we‟ve found so far.
1. Overall observations
2. Hypotheses framework
3. Example cases & towards robust methodologies
(Visit Iceland, Fridge Raiders, TFL, O2, BT)
#IPASocialWorks
15th October 2013

12. Find a way to measure
not just count
.V.
#IPASocialWorks
15th October 2013

13. Success comes from
integrating social
#IPASocialWorks
15th October 2013

14. Apply rigour from „traditional‟
advertising and direct measurement
#IPASocialWorks
15th October 2013

15. Exploit the richness
of data available to you
#IPASocialWorks
15th October 2013

16. Ensure that you unpick
causation from correlation
#IPASocialWorks
15th October 2013

17. It shouldn‟t just be about existing fans
70
60
50
% reporting
very large effects
40
Sales
Market Share
Profit
30
20
10
0
Loyalty
#IPASocialWorks
15th October 2013
Penetration
Source : Peter Field and Les Binet
Marketing in the era of accountability

18. Social strategies can make
organisations more customer centric
#IPASocialWorks
15th October 2013

19. Seven key points
1.
Find a way to measure not just count
2.
Success comes from integrating social
3.
Apply rigour from „traditional‟ advertising and direct measurement
4.
Exploit the richness of data available to you
5.
Ensure that you unpick causation from correlation
6. It shouldn‟t just be about existing fans
7.
Social strategies can make organisations more customer centric
#IPASocialWorks
15th October 2013

20. What we‟ve found so far.
1. Overall observations
2. Hypotheses framework
3. Example cases & towards robust methodologies
(Visit Iceland, Fridge Raiders, TFL, O2, BT)
#IPASocialWorks
15th October 2013

21. Hypotheses
Common Objectives
Definition / Hypothesis
Examples
Potential Metrics
a
Build relationships with people
TNS type surveys, correlation to sales over time, behaviour before and after
By talking to people directly and regularly we can develop more Multiple, Heinz, Marmite?, Lynx Rise, O2 'liking', when and where fan joined from, messaging controls, matching to a
genuine / human / real relationships.
(TOV of Twitter)
transactional database. Vol and val of new customers (acquisition). Increased
value of existing customers
b
Social Commerce
Selling products & services through social interfaces is less
effective than embedding social aspects into existing sales
platforms
c
Improvement through listening (esp. real time)
By listening to what's going on there's an opportunity to change
things for the better e.g. product, customer service, spotting
Multiple, Dell, Barclays
problems much quicker than previously possible.
Cost of change vs. increased margin / revenue, cost saving from changing
sooner due to lower latency of information,
d
Social products
Ticketmaster, Asos, KLM, Heinz,
By making your product or buying process social, you can make
Marmite?, Orange, Air BnB, giffgaff,
an enhanced and preferable customer experience.
spotify, uniqlo
Greater customer satisfaction ratings, NPS, increased basket size, increased
repeat purchase
e
Telling a deeper, richer story / experience (brand build)
Social provides the opportunity to tell a much deeper and richer
Red Bull, Nike, Coke
story than traditional media
Pre & post perception / behavioural research. Sales change YOY or pre,
during & post.
f
Social Diffusion (earned / WOM)
Social can act as an amplifier (scale & speed) to normal
conversation about what brands do
Amex? Coke? Asos, Doc Martins
Media metrics of reach etc. Sales change in period YOY or pre, during & post,
speed with which people reached
g
Social influence
By seeing what your friends like or buy (popularity) and what
'experts' like and buy (advocacy), I'm more likely to buy
Asos, Levis, Lovefilm/Netflix, Adidas
connecting people to experts, Bare
Escentuals
Increase in conversion from traffic that has the social experience (short &
long term)
h
Customer service
By using social channels you can serve more customers, more
quickly and satisfy them more completely
BT, SW Trains, O2 during outage, Virgin
Atlantic ash cloud, Oyster & tube line
Twitter, Giff gaff
Customer retention rates, cost to solve service issue vs. telephone / email.
Efficiency of customer service staff measures. Sentiment measures
i
Internal Process / Culture
By making working processes more open and collaborative
businesses can better serve its customers
Yammer case studies?, Virgin America
Cost reduction, profit per head, quality of output (?)
#IPASocialWorks
15th October 2013
Dell, Asos, German Wings, Amex
(Twitter, Foursquare, Sync), Eventbrite
Units sold, profit, ROI, traffic & conversion vs. standard website & other
channels, average basket size etc. Repeat business volume & value

22. Hypotheses
Common Objectives
Definition / Hypothesis
Examples
Potential Metrics
a
Build relationships with people
TNS type surveys, correlation to sales over time, behaviour before and after
By talking to people directly and regularly we can develop more Multiple, Heinz, Marmite?, Lynx Rise, O2 'liking', when and where fan joined from, messaging controls, matching to a
genuine / human / real relationships.
(TOV of Twitter)
transactional database. Vol and val of new customers (acquisition). Increased
value of existing customers
b
Social Commerce
Selling products & services through social interfaces is less
effective than embedding social aspects into existing sales
platforms
c
Improvement through listening (esp. real time)
By listening to what's going on there's an opportunity to change
things for the better e.g. product, customer service, spotting
Multiple, Dell, Barclays
problems much quicker than previously possible.
Cost of change vs. increased margin / revenue, cost saving from changing
sooner due to lower latency of information,
d
Social products
Ticketmaster, Asos, KLM, Heinz,
By making your product or buying process social, you can make
Marmite?, Orange, Air BnB, giffgaff,
an enhanced and preferable customer experience.
spotify, uniqlo
Greater customer satisfaction ratings, NPS, increased basket size, increased
repeat purchase
e
Telling a deeper, richer story / experience (brand build)
Social provides the opportunity to tell a much deeper and richer
Red Bull, Nike, Coke
story than traditional media
Pre & post perception / behavioural research. Sales change YOY or pre,
during & post.
f
Social Diffusion (earned / WOM)
Social can act as an amplifier (scale & speed) to normal
conversation about what brands do
Amex? Coke? Asos, Doc Martins
Media metrics of reach etc. Sales change in period YOY or pre, during & post,
speed with which people reached
By seeing what your friends like or buy (popularity) and what
'experts' like and buy (advocacy), I'm more likely to buy
Asos, Levis, Lovefilm/Netflix, Adidas
connecting people to experts, Bare
Escentuals
Increase in conversion from traffic that has the social experience (short &
long term)
Dell, Asos, German Wings, Amex
(Twitter, Foursquare, Sync), Eventbrite
Marketing
Comms
Customer
Insight
Customer
Service
Units sold, profit, ROI, traffic & conversion vs. standard website & other
channels, average basket size etc. Repeat business volume & value
g
Social influence
h
Customer service
By using social channels you can serve more customers, more
quickly and satisfy them more completely
BT, SW Trains, O2 during outage, Virgin
Atlantic ash cloud, Oyster & tube line
Twitter, Giff gaff
Customer retention rates, cost to solve service issue vs. telephone / email.
Efficiency of customer service staff measures. Sentiment measures
i
Internal Process / Culture
By making working processes more open and collaborative
businesses can better serve its customers
Yammer case studies?, Virgin America
Cost reduction, profit per head, quality of output (?)
#IPASocialWorks
15th October 2013

23. Hypotheses
Common Objectives
Definition / Hypothesis
Examples
Potential Metrics
a
Build relationships with people
TNS type surveys, correlation to sales over time, behaviour before and after
By talking to people directly and regularly we can develop more Multiple, Heinz, Marmite?, Lynx Rise, O2 'liking', when and where fan joined from, messaging controls, matching to a
genuine / human / real relationships.
(TOV of Twitter)
transactional database. Vol and val of new customers (acquisition). Increased
value of existing customers
b
Social Commerce
Selling products & services through social interfaces is less
effective than embedding social aspects into existing sales
platforms
c
Improvement through listening (esp. real time)
By listening to what's going on there's an opportunity to change
things for the better e.g. product, customer service, spotting
Multiple, Dell, Barclays
problems much quicker than previously possible.
Cost of change vs. increased margin / revenue, cost saving from changing
sooner due to lower latency of information,
d
Social products
Ticketmaster, Asos, KLM, Heinz,
By making your product or buying process social, you can make
Marmite?, Orange, Air BnB, giffgaff,
an enhanced and preferable customer experience.
spotify, uniqlo
Greater customer satisfaction ratings, NPS, increased basket size, increased
repeat purchase
e
Telling a deeper, richer story / experience (brand build)
Social provides the opportunity to tell a much deeper and richer
Red Bull, Nike, Coke
story than traditional media
Pre & post perception / behavioural research. Sales change YOY or pre,
during & post.
f
Social Diffusion (earned / WOM)
Social can act as an amplifier (scale & speed) to normal
conversation about what brands do
Amex? Coke? Asos, Doc Martins
Media metrics of reach etc. Sales change in period YOY or pre, during & post,
speed with which people reached
By seeing what your friends like or buy (popularity) and what
'experts' like and buy (advocacy), I'm more likely to buy
Asos, Levis, Lovefilm/Netflix, Adidas
connecting people to experts, Bare
Escentuals
Increase in conversion from traffic that has the social experience (short &
long term)
Dell, Asos, German Wings, Amex
(Twitter, Foursquare, Sync), Eventbrite
Marketing
Comms
Customer
Insight
Customer
Service
Units sold, profit, ROI, traffic & conversion vs. standard website & other
channels, average basket size etc. Repeat business volume & value
g
Social influence
h
Customer service
By using social channels you can serve more customers, more
quickly and satisfy them more completely
BT, SW Trains, O2 during outage, Virgin
Atlantic ash cloud, Oyster & tube line
Twitter, Giff gaff
Customer retention rates, cost to solve service issue vs. telephone / email.
Efficiency of customer service staff measures. Sentiment measures
i
Internal Process / Culture
By making working processes more open and collaborative
businesses can better serve its customers
Yammer case studies?, Virgin America
Cost reduction, profit per head, quality of output (?)
#IPASocialWorks
15th October 2013

24. What we‟ve found so far.
1. Overall observations
2. Hypotheses framework
3. Example cases & towards robust methodologies
(Visit Iceland, Fridge Raiders, TFL, O2, BT)
#IPASocialWorks
15th October 2013

25. Marketing
Comms
Customer
Insight
#IPASocialWorks
15th October 2013
Customer
Service

26. Visit Iceland
#IPASocialWorks
15th October 2013

27. What was the issue?
#IPASocialWorks
15th October 2013

28. #IPASocialWorks
15th October 2013

29. Conventional
Communications
The Social
Participation Model
Tourists
Fans
Role for comms
Persuade
tourists to visit
Role for comms
Inspire
participation
Main message
Main message
Visit
the country
Share
your story
Lead channel
Lead channel
Broadcast
People as
media
#IPASocialWorks
15th October 2013

30. Role for Social – 3 stages
1.
1. Unify and galvanise Icelanders to participate.
2. Provide Icelanders and previous visitors with
the social tools to share their inspiring stories.
3. Increase momentum of the campaign by
publicly rewarding those who had contributed.
#IPASocialWorks
15th October 2013

31. Show Video
Iceland_Be_Inspired_Film_Edit_04 (1).wmv
#IPASocialWorks
15th October 2013

32. Icelandic Visitor Numbers for Key markets
Key Markets
2010 Predicted
(000s)
2010 Actual
(000s)
Predicted v
Actual
% Difference
UK
46
60
+31%
Denmark
31
38
+25%
Germany
41
54
+33%
USA
37
51
+40%
Canada
11
14
+25%
France
24
29
+23%
Source : Icelandic Government
#IPASocialWorks
15th October 2013

33. Results
What
Attitudes and behaviours changed.
1.
Budget was £2.24m. An extra £165m delivered to
the Icelandic economy with a ROMI of 61:1.
How
Measurement of footfall through the airport
combined with average historical spend per
person.
Why
Reframed tourism advertising into an issue that
galvanised the citizens of Iceland into action.
#IPASocialWorks
15th October 2013

34. Kerry Foods :
Mattessons
Fridge Raiders
#IPASocialWorks
15th October 2013

35. What was the issue ?
— Sales in decline
— No usage occasion
— When do kids need a filling snack?
#IPASocialWorks
15th October 2013

36. The Idea
61% of teens play computer
games after school
But that‟s tricky!
#IPASocialWorks
15th October 2013
2/3 eat whilst they play
Fridge raiders:
The snack for gamers

37. Role for Social
• “An open source project to co create the
ultimate hands free snacking peripheral for
gamers...”
• Recruitment of an online gaming celebrity –
Tom Cassell, or „Syndicate Project‟ as he‟s
known online.
• 3m subscribers on YouTube, 398k Facebook
fans and 569k Twitter followers, =
endorsement + media channel
• Budget £500K+
#IPASocialWorks
15th October 2013

38. Show Video
Fridge_raiders.wmv
#IPASocialWorks
15th October 2013

39. Results
What
Budget - £500K. 0-127K Fans within 12 weeks / 3m views on
You Tube. Base sales increased by 20%. ROI of £2.44:£1
1.
measured over a short term 1 year time frame.
Best campaign ROI ever measured for the brand.
How
Market Mix Models built to isolate effect of seasonality,
promotions, historical TV campaigns, Distribution changes,
competitor activity, and social media campaign. Social Media
numbers used in the model were -Facebook likes; Twitter
followers; Tweets, retweets, Youtube views
Why
Engaged valuable audience for the brand and created
rich and relevant experiences for its customer base on a
subject they are passionate about.
#IPASocialWorks
15th October 2013

40. Marketing
Comms
Customer
Insight
#IPASocialWorks
15th October 2013
Customer
Service

42. Oyster on Social
Chris MacLeod, Marketing Director
Transport for London
October 15, 2013

43. Objectives
• Why Social ?
– Human element
– When and where customers want to engage
– Fast and efficient, cost saving potential
• Customer appetite, especially for Oyster
• Customer insight and feedback
• Addresses corporate objectives:
– Real time info
– Easy to do business with
– TfL cares, what we stand for

44. Current status
• TfL has 24 Twitter feeds, 2 Facebook pages
• 637,400 followers on Twitter
– 430,000 of these are following real-time
information
• 190,000 fans on Facebook
• These can all be seen as permissions to
interact and engage with the customer

45. How we manage it
• Twitter flexibly delivered across TfL
– Oyster via Customer Contact Centre
• 24/7 hours of operation, team of 10 in 3 shifts
• Number of mentions / queries each day is on
the increase
• Response times on average 2 – 3 minutes
• Executive version of Hootsuite

46. Customer Service Satisfaction
• How we measure it for the different channels
– Twitter – online survey to followers
– Phone – mystery shopping
– Email / Letter – mystery shopping
• How we measure the effectiveness
– Time
– Cost
– Satisfaction
– Impact on reputation

47. Customer Research
• 74% Satisfaction with real-time information feeds
(Tube, bus and traffic)
• A strong result, given feeds often passing on ‘bad
news’
• Satisfaction with Oyster feed was 71% (September
2013)
- similar to total for real-time information feeds
• Effect on TfL’s reputation also largely positive and
in line with the pattern for satisfaction scores
1

48. Examples of Satisfied Customers

49. Examples of Satisfied Customers
610 – Retweets
238 – Favourites
152 - Responses
1

50. Channel
Number of
contacts
Per day
(average)
Time to service
(average)
Cost of
service
Ratio (1 is
Twitter
baseline of 1
min)
Customer satisfaction
Score ?
Email
197
15 mins
1:15
77.1%
Letters
41
15 mins
1:15
77.1%
Telephone calls
2562
7 minutes
1:7
92.4%
Twitter
45
1 minute
1
74 (score out of 100)
Facebook
5
2 minutes
1:2
Unknown

51. Campaign on our
network to promote
feed
Facebook and
YouTube also used
to educate Oyster
customers

52. www.tfl.gov.uk
@tfloyster
@tflofficial

53. Measuring the
Intangible
Kristian Lorenzon
@krislorenzon
Head of Social Media

54. Almost two-thirds of big businesses have
at least one full-time employee dedicated
to using social media, but only 10% are
reporting benefits to the business
resulting from the investments_
Tata Consultancy Services, 2013

55. There is only one way this trend is going. As consumers increasingly
prefer social communication channels, brands need to respond
2008
2010
Spring 2012
2013(f)
2016(f)
2020(f)
100%
80%
60%
40%
20%
0%
16-24
25-34
35-44
45-54
65+
92%
―If a friend or family member
recommends a product or
service to me, I am much
more likely to buy it‖
of consumers across 56 different countries
said they trusted word-of-mouth
recommendation from their friends and
family above all other forms of
communication. That‘s up 17% since 2007.
58% agree
Social Media
Telefónica UK
55-64
56

56. Role of social media at O2
Social media are interactions between people happening across a number of media,
in person or online, that enable us as a business to:
•
Support commercial objectives through campaigns, initiatives, customer
engagement and actionable insights
•
•
Manage our reputation and influence how we are perceived externally
Service our customers in the digital world
We facilitate social media from a ‗centre of excellence‘ organising how social
strategy, governance, initiatives and technologies are deployed throughout the
business
Social Media
Telefónica UK
57

57. Social media measurement
Campaign, channel & business metrics
Impressions, Visits, Mentions, Followers
Exposure
Interactions, Share of Voice, Sentiment
Engagement
Influence
Message Association, Brand
Association, Clicks, Comment, Chan
ge in Sentiment
Referrals to sites, Conversion, Cost
Savings, Leads, CSI, Favourability
Impact
Advocacy
Social Media
Telefónica UK
Reviews & Ratings, Advocates
58

58. Social Media
Telefónica UK
59

59. The same goes for our brand. Social media is driving better
customer experience and this translates into a stronger brand
Total
Twitter
Blog/Forum
News
YouTube
Facebook
Those interacted
at all
vs. not
-/+
Those interacted
at all
vs. not
-/+
Those interacted
at all vs. not
-/+
Those interacted
at all vs. not
-/+
Those interacted
at all vs. not
-/+
Those interacted
at all
vs. not
-/+
Use in future
26
35
34
26
25
28
Attractiveness
24
29
32
21
30
35
Are different to
other brands
15
28
27
12
25
20
Are brands that are being
talked about
26
26
35
24
42
32
Base Jun – Dec 2012:
Social Media
Telefónica UK
Those Interacted (953)
Those not (7446)
Those Interacted (179)
Those not (8220)
60
Those Interacted (181)
Those not (7880)
Those Interacted (510)
Those not (7535)
Those Interacted (144)
Those not (8255)
Those Interacted (374)
Those not (8025)

60. This helps inform our content strategy
Social Media
Telefónica UK
61

61. Be more dog
campaign
measurement

62. Campaign overview
Be More Dog
Dom Joly
Send Dog Vid
Social Media
Telefónica UK
Recreate Film
63

63. Metrics
Message Association
Intent
Favourability
Attribute Rating
Social Media
Telefónica UK
• Associate O2 with cool new experiences
• Likelihood to join O2
• How favourable is your view of O2
• Innovative and forward thinking
64

64. Brand metrics: value of a follower
O2 Promoted Tweets resonated more with
@O2 followers compared to non-followers
Exposed, Non-Follower
Exposed, Follower (incl. OQ)
74%
73%
64%
60%
40%
39%
34%
26%
+40
+21
Message Association (O2) Attribute Rating (Top 2
Box)
Social Media
Telefónica UK
+33
+38
Favourability (Top 2 Box)
Intent (Top 2 Box)
65
90% Sig
Not Sig

65. Exposure to campaign
All metrics had directional lifts the more exposed to
campaign an individual was
MESSAGE ASSOCIATION
ATTRIBUTE RATING
O2
FAVOURABILITY
Top 2 Box
Top 2 Box
+7
30%
41%
39%
35%
Top 2 Box
46%
42%
42%
INTENT
27%
1 Exp
Social Media
Telefónica UK
2+ Exp
1 Exp
1 Exp
2+ Exp
66
2+ Exp
1 Exp
2+ Exp

66. Brand metrics: by creative engagement
Results help us inform our content strategy
Non Engager
MESSAGE ASSOCIATION (O2)
40%
32%
38%
Engager (incl. OQ)
ATTRIBUTE RATING (TOP 2 BOX)
40%
39%
36%
33%
39%
41%
41% 40%
31%
+8
+5
-8
+4
+2
-1
Send Dog Vid
Be More Dog
Dom Joly
Send Dog Vid
Be More Dog
Dom Joly
90% Sig
Social Media
Telefónica UK
67
Not Sig

67. Brand metrics: by creative engagement (2)
Non Engager
FAVORABILITY (TOP 2 BOX)
37% 38%
40% 41%
Engager (incl. OQ)
INTENT (TOP 2 BOX)
43%
39%
23% 24%
27%
31%
29%
21%
+1
+1
-4
+1
+4
-8
Send Dog Vid
Be More Dog
Dom Joly
Send Dog Vid
Be More Dog
Dom Joly
90% Sig
Social Media
Telefónica UK
68
Not Sig

68. Summary
•
•
•
•
We measure social media at three levels: campaign, channel & business.
Investigate the impact of social on KPIs beyond campaign engagement but
don‘t limit yourself to the numbers. Social media insight is a qualitative skill
so think beyond KPIs. You don‘t drive action from a dashboard.
Think carefully about where social sits in your organisation. The best place
for deriving insight might not be in the same place as great customer
service.
As social becomes ubiquitous in customers‘ worlds, so too must it pervade
consumer insight. A joined up story is more effective at driving measurable
action than a siloed one.
Social Media
Telefónica UK
69

69. Social Media
Telefónica UK
70

70. How Social Works for BT
IPA Eff Fest
October 2013
@J0H0ward

71. 1)
* Adobe research, 2012

73. What is BT using Social Media for?
Improve
Service
Build Loyalty
and Advocacy
Create brand
warmth
Acquire
customers
 ‘Easy’ score
 Cost avoidance
 Community Health
 Churn propensity
 Followers / fans
 Engagement & amplification
 Positive mentions
 Sentiment
 Reach
 Conversion

74. For Service (making it Easy…)

75. Survival Rate
40% difference in churn: ‘easy’ vs ‘difficult’
Days post interaction
#IPASocialWorks
15th October 2013

76. For publicity money can’t buy…
5 positive
mentions…
reached
3,931
people

77. For transparency…
Fire…
RichieJones Now that is transparency!! RT: @BTCare:
Service restoration underway but may take some time.
CallMeKallam @MangaUK The exchange is in Gerrard
Street, but I believe that caters for the West End.
Follow @BTCare for info, they're good chaps.
Flood…
Vandalism…

78. For crisis management…
Major pressure on
999 tonight,
please call in
absolute
emergency only
#Londonriots
Tweet Reach:
311,896 people
via 358 retweets
Wait time on 999:
41 seconds
to 0 seconds

79. For cost reduction…
Unique
Resolution
Handling
x
x cost (voice)
customers
(%)
=
minus
=
£2m annual
saving
Cost
Avoided
Social media
team cost
Net Cost
Saving

80. Our Social Media objectives and key measures
Improve
Service
Build Loyalty
and Advocacy
Create brand
warmth
Acquire
customers
 ‘Easy’ score
 Cost avoidance
 Community Health
 Churn propensity
 Followers / fans
 Engagement & amplification
 Positive mentions
 Sentiment
 Reach
 Conversion

81. THANK YOU
@J0H0ward

82. Conclusions
#IPASocialWorks
15th October 2013

83. Marketing
Comms
Customer
Insight
Customer
Service
#IPASocialWorks
15th October 2013
Requires the same
rigour & techniques
and approach as
„traditional‟
A “metric of
metrics”, known to
relate to business
success,
that enables the
platform to be
comparable with others

84. What‟s next?
#IPASocialWorks
15th October 2013

85. Where we‟re aiming for
To provide definitive guidance
as to the roles that social media can play &
how to measure its effectiveness and ROI
Add to the
“Treasure house
of learning”
#IPASocialWorks
15th October 2013
Robust
Methodologies
to using social
and measuring
its impact
A detailed guide
to the various
research
techniques – a
“how to”

86. Where we‟re aiming for
To provide definitive guidance
Commissioning a guide to the can play &
as to the roles that social media
how to measure its effectiveness and ROI
research methodologies in
conjunction with MRS.
Robust
Add to the
Methodologies
What’s out there?
“Treasure house
to using social
Strengths and Weaknesses. measuring
of learning”
and
its impact
Planning ahead.
A “How to”
#IPASocialWorks
15th October 2013
A detailed guide
to the various
research
techniques – a
“how to”

87. Where we‟re aiming for
Marketing
Comms
Customer
Insight
Customer
Service
#IPASocialWorks
15th October 2013
Requires the same
rigour& techniques and
approach as
„traditional‟
Two are looking promising
To provide need to find & develop more
We definitive guidance
as to the roles that social media can play &
how to measure its effectiveness and ROI
A “metric of metrics”,
known to relate to
business success,
that enables the
platform to be
comparable with others
Focus on Customer Insight
Add to the
“Treasure house
of learning”
#IPASocialWorks
15th October 2013
Robust
Methodologies
to using social
and measuring
its impact
A detailed guide
to the various
research
techniques – a
“how to”

88. Where we‟re aiming for
Tweet @IPA_Updates
To provide definitive guidance
as to the roles that social media can play &
Join IPA Effectiveness
how to measure its effectiveness and ROILinkedIn
Group
Add to the
“Treasure house
of learning”
#IPASocialWorks
15th October 2013
Search ‘IPA Effectiveness’ on
Robust
A detailed guide
LinkedIn
Methodologies
to the various
to using social
research
Message the IPA Facebook page
and measuring
techniques – a
www.facebook.com/theipa
its impact
“how to”

89. Panel Discussion
#IPASocialWorks
15th October 2013

90. The Panel
Stephen Maher
Kristian Lorenzon
MBA
O2
Fran Cassidy
Paddy Barwise
Cassidy Media Partnership
London Business School
Joanna Howard
Mark Earls
BT
Herdmeister
Chris MacLeod
TFL
#IPASocialWorks
15th October 2013

91. #IPASocialWorks
#IPASocialWorks
15th October 2013