This document is part of my Marketing online course. Thanks to all the sources, that I try to always mention and link

1. Lezione 2
Lesson 2
Understand, monitor and measure
- 40 - Max Ramaciotti

2. Homework
Introducing
your
Companies
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3. Untitled
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4. “Consumers have more choices than ever
before. More media choices, more choices
or products and services. There arenʼt
three TV networks; instead, there are a
million (literally) things to watch on
YouTube. There arenʼt a dozen radio
stations; there are a million (literally) online.
As a result, the consumer has the power to
say, “If Iʼm not interested in what you have
to say, I wonʼt watch it. Iʼm not a hostage
any longer.”
Seth Godin in his book, Meatball Sundae http://sethgodin.typepad.com/
- 43 - Max Ramaciotti

5. Pool:
your entertainment
consumption
habits
http://tinyurl.com/yar363n
- 44 - Max Ramaciotti

6. Pool input
Online Data Colection
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7. Results
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8. Crossmedia consumption
Some evidences
People aged 12 - 24 are notching up 23 cumulative hours a day,
engaged in up to five activities simultaneously.
NMA, April 2009
On the phenomenon of "continuous partial attention": over 25% of
Internet users surveyed in the UK, FR, DE, IT, US, and Japan in
October 2008 said they go onto the Internet at the same time as
watching TV "most of the time".
Ofcom, November 2008
36% of UK broadband users (aged 16-55) state they have both the
TV and Internet on in the same room every day. On weekdays the
time when TV and Internet multi-tasking is most likely to happen is
around 8pm in the evening.
TNS/YouTube Media & Audience Study (broadband users aged 16-55), December 2008
- 47 - Max Ramaciotti

9. So What?
So
what?
- 48 - Max Ramaciotti

10. ADV: time and expenditure
Time & Investments
One of the biggest reasons to be
hopeful about the outlook for the
continued growth of the Internet
advertising industry is that when you
look at the time U.S. consumers
spend on the Internet versus the
amount of ad dollars which go there,
the proportions are out of whack. As
recently as 2008, U.S. consumers
spent 38 percent of their media
consumption time on the Internet
(29 percent if you exclude teens
and young adults), but it attracted
only 8 percent of advertising dollars.
Whereas consumers spent 37
percent of their media consumption
time on TV, which captured 32
percent of advertising dollars. If you
believe that time is money,
advertising dollars should continue
to flow towards the Internet.
JPMorgan Forecasts A 10.5 Percent Rebound In U.S. Display Advertising in 2010
http://www.techcrunch.com/2010/01/04/jpmorgan-advertising-2010/
- 49 - Max Ramaciotti

11. What to measure
How and What to measure: just say “no” to fluffy metrics.
The problem all these audience metrics have, whether youʼre talking about an online
websiteʼs visitors, a magazineʼs circulations numbers, or a television programʼs gross
rating points, is that none of them are actually reflective of how many people actually
saw, listened to, or otherwise engaged with your ad.
why would we fantasize that it is possible to measure anything accurately across the
entire World Wide Web? The only metrics that can be measured accurately are how
much the advertiser spends (expenses) and how much they make (revenue).
I recommend advertisers get their own Web metrics in order, and
learn how to tie them to the only reports that matter: P&L, Balance
Sheet & Cash Flow.
1. They must continuously work with their audience to understand its needs
and focus on providing relevant content and advertisements.
2. They must work with publishers to help them clearly define what theyʼre
trying to accomplish. They must define key performance metrics (e.g., the
actions that will define their success).
http://www.grokdotcom.com/2007/07/13/what- 3. Work with advertisers so that the ads they produce are contextually
advertisers-should-be-measuring/ relevant to the content they are producing.
4. Make sure advertisers continuously optimize the ads to achieve better
results.
5. Constantly be in discussions with the audience so the promises that
marketers make are being met (e.g., not pissing off YOUR audience).
the only time people react to an ad is if itʼs relevant to them.
- 50 - Max Ramaciotti

12. Where to act
Where to act
Special operations “Display” Adv
Online
promotion
Direct Search Adv
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13. What about customer
Your
customers
first
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14. Untitled
Premises
Cost to Acquire Customers (CAC)
The ability to monetize those customers, or LTV (which stands for Lifetime Value of a Customer)
http://www.forentrepreneurs.com/startup-killer/
- 53 - Max Ramaciotti

15. Customer acquisition
Customer acquisition cost
Besides a future marketing campaign, the Internet marketing consultant will
evaluate the current advertising campaign that the company has.
Any advertising costs spotted by the Internet marketing consultant that is
equal to or more than the customer acquisition cost should be reviewed.
Once the Internet marketing consultant knows the customer acquisition cost,
he can then use this as a reference point to gauge new means of attracting
customers. Companies should be about the customer and not themselves if they
want to stay in business.
A good Internet marketing consultant knows that all businesses need customers
to survive.
To acquire and keep a customer, a business has to show a customer how their
product or service benefits the customer.
Every company needs a good customer service or customer relations
department also. Internet marketing consultants should design an efficient
customer acquisition strategy.
Customers want to know and feel secure that if they do have a problem with the
product or service that there is some sort of warranty from the company. To retain
a customer, a company has to provide good communication with the
http://www.webdynamic.com.au/online- customer. Customers want to know that they are appreciated by the company.
internet-marketing/customer-acquisition- Customers want to feel satisfied with the product or service that the business is
cost.html providing, and they want to be treated with respect.
- 54 - Max Ramaciotti

16. Customer retention Vs value retention
Customer retention & value retention
1. Increasing purchases as tenure grows:
a. over time, customers come to know their suppliers. Providing the
relationship is satisfactory, trust grows while risk and uncertainty
are reduced. Therefore, customers commit more of their
spending to those suppliers with whom they have a proven and
satisfactory relationship. Also, because suppliers develop deeper
customer intimacy over time, they can enjoy better yields from
their cross-selling efforts.
2. Lower customer management costs over time:
a. the relationship startup costs that are incurred when a
customer is acquired can be quite high. It may take several years
for enough profit to be earned from the relationship to recover
those acquisition costs. For example, it can take six years to
recover the costs of winning a new retail bank customer. In the B2B
context in particular, ongoing relationship maintenance costs such
as selling and service costs can be low relative to the costs of
winning the account. Therefore, there is a high probability that the
http://searchcrm.techtarget.com/feature/ account will become more profitable on a period-by-period basis
Customer-retention-vs-value-retention as tenure lengthens. These relationship maintenance costs may
eventually be significantly reduced or even eliminated as the
parties become closer over time. In the B2B context, once
automated processes are in place, transaction costs are effectively
eliminated. Portals largely transfer account service costs to the
customer. In the B2C context, especially in retailing, the
assertion that acquisition costs generally exceed retention
costs is hard to prove. This is in part because it is very difficult
to isolate and measure customer acquisition costs.
Ecommerce make it more measurable
3. Customer referrals:
a. customers who willingly commit more of their purchases to a
preferred supplier are generally more satisfied than customers who
do not. They are therefore more likely to utter positive word-of-
mouth and influence the beliefs, feelings and behaviours of
others. Research shows that customers who are frequent buyers
are heavier referrers. For example, online clothing customers who
have bought once refer three other people; after ten purchases
they will have referred seven. In consumer electronics, the one-
time customer refers four; the ten times customer refers. The
referred customers spend about 50 to 75 percent of the referrer's
spending over the first three years of their relationship. However, it
is also likely that newly acquired customers, freshly enthused by
their experience, would be powerful word-of-mouth advocates,
perhaps more than longer-term customers who are more
habituated.
4. Premium prices:
a. customers who are satisfied in their relationship may reward their
suppliers by paying higher prices. This is because they get their
sense of value from more than price alone. Customers in an
established relationship are also likely to be less responsive to
price appeals offered by competitors.
- 55 - Max Ramaciotti

17. Drivers to balance
Balancing flows leveraging on online
http://www.forentrepreneurs.com/startup-killer/
- 56 - Max Ramaciotti

18. Inbound Marketing
Inbound marketing and its opposite outbound marketing have various meanings depending on the context.
One pair of definitions[1][2][3][4] are:
Inbound marketing is a style of marketing that focuses on getting found by customers.
This sense is related to relationship marketing and Seth Godin's idea of permission marketing. David
Meerman Scott recommends that marketers "earn their way in" (via publishing helpful information on a blog
etc.) in contrast to outbound marketing where they used to have to "buy, beg, or bug their way in" (via paid
advertisements, issuing press releases in the hope they get picked up by the trade press, or paying
commissioned sales people, respectively). Next best action marketing can also be applied.
Antonym: Traditional marketing (outbound marketing) is where companies focus on finding customers by
advertising. This sense is related to intrusion marketing and Godin's term interruption marketing.
An older pair of definitions[5] are:
Inbound marketing is market research. In contrast to the above, pieces of information about customer
needs, not customers themselves, flow into the company. Knowledge of customer needs drives future
product capability. This sense is related to the term product management. Peter Drucker believed[6] this to
be the quintessence of marketing.
Antonym: Outbound marketing is marketing communications. In this sense, information about finished
product capability flows out to prospective customers who have a need for it. This sense is related to the
term product marketing.
http://en.wikipedia.org/wiki/Inbound_marketing
- 57 - Max Ramaciotti

19. Key tools
External Internal
Online reputation CRM
Benchmark Key tools Business Intelligence
Report Analytics
- 58 - Max Ramaciotti

20. CRM
CRM Key principles
1. Attracting new customers costs more than retaining
existing customers
a. A satisfied customer stays with a company longer, spends more and
may deepen the relationship. For example a happy credit card
customer may enlist the companyʼs financial services and later take
travel insurance.
b. This is an easy “sell”, compared with direct marketing campaigns,
television advertisements and other sophisticated and expensive
approaches to attract new customers.
2. Customer service costs real money
a. Real costs are associated with providing customer service and
companies spend in line with a customerʼs value. If you are a high
value customer or have the potential of being high value, you will be
serviced more carefully.
b. Companies reduce the cost of customer service by using telephone
voice response systems, outsourcing call centers to cheaper
locations, and self-servicing on the internet. However, companies risk
http://www.mftrou.com/quality-customer- alienating customers through providing an impersonal service.
service.html
c. Some internet banking companies are bucking the trend by charging
customers to contact them. In exchange, customers receive better
interest rates due to reduced overheads and are satisfied with that.
3. Understand your customersʼ needs and meet them
a. How can you meet your customersʼ needs, if you donʼt know them?
To understand your customerʼs needs, just listen to the “voice of the
customer” and take action accordingly.
b. Customer listening can be done in many ways, for example feedback
forms, mystery shopping, and satisfaction surveys. Some companies
involve senior employees in customer listening to ensure decisions
benefit the customer as much as the company.
4. Good process and product design is important
a. Good quality customer service is only one factor in meeting customer
needs. Well designed products and processes will meet customersʼ
needs more often. Quality movements, such as Six Sigma, consider
the “cost of quality” resulting from broken processes or products. Is it
better to service the customer well than to eradicate the reason for
them to contact you in the first instance?
5. Customer service must be consistent
a. Customers expect consistent quality of customer service; with a
similar, familiar look and feel whenever and however they contact the
company.
b. Say you visit an expensive hairdressing salon and receive a friendly
welcome, a drink and a great haircut. You are out of town and visit the
same hairdressing chain and get no friendly welcome, no drink and a
great hair-cut. Are you a satisfied customer who will use that chain
again? Probably not, as you did not receive the same customer
service – which is more than a good hair-cut.
6. Employees are customers too
a. The quality management movement brought the concept of internal
and external customers. Traditionally the focus was on external
customers with little thought given to how internal departments
interacted. Improving relationships with internal customers and
suppliers assists delivery of better customer service to external
customers, through reduced lead-times, increased quality and better
communication.
b. The “Service-Profit Chain” model developed by Harvard University
emphasizes the circular relationship between employees, customers
and shareholders. Under-staffed, under-trained employees will not
deliver good quality customer service, driving customers away. Equal
effort must be made in attracting, motivating and retaining employees
as is made for customers, ultimately delivering improved shareholder
returns. Better shareholder returns mean more money is available to
invest in employees and so the circle continues.
7. Open all communications channels
a. The customer wants to contact you in many ways – face to face, by
mail, phone, fax, and email - and will expect all of these
communication channels to be open and easily inter-mingled.
b. This presents a technical challenge, as it requires an integrated,
streamlined solution providing the employee with the information they
need to effectively service the customer.
8. Every customer contact is a chance to shine
a. If a customer contact concerns a broken process, then empowered
employees will be able to resolve the complaint swiftly, possibly
enhancing the customerʼs perception of the company. Feeding back
this information allows corrective action to be made, stopping further
occurrences of the error.
b. If you inform customers about new products or services when they
contact you, you may make a valuable sale, turning your cost centre
into a profit centre. This is only possible when you have a good
relationship with your customer, where you understand their specific
needs. A targeted sales pitch will have a good chance of success, as
the customer is pre-sold on the companyʼs reputation.
9. People expect good customer service everywhere.
a. Think about an average day – you travel on a train, you buy coffee,
you work. You expect your train to be on time, clean and be a
reasonable cost. You expect your coffee to be hot and delivered
quickly. You expect your work mates to work with you, enabling you to
get the job done.
b. People become frustrated when their expectations are not met, and
increasingly demand higher service quality in more areas of their
lives.
c. Providing outstanding customer service at the right price is the holy
grail of most companies. It is worth remembering that we all
experience customer service every day. We can learn from these and
apply them in our own line of work, whatever it may be. The quality of
customer service will make you stand out from your competitors –
make sure itʼs for the right reasons
- 59 - Max Ramaciotti

21. CRM Strategy
CRM Strategy
1. Setting a Clear Customer Experience Strategy
a. Often organisations confuse defining a customer experience
strategy with creating a "slogan". How many companies create a
slogan without any supporting initiatives, thereby disillusioning
employees and creating a "flavour of the month?"
b. To establish a good strategy certain key practices are required:
i. * Understand the overall organisational vision and mission
ii. * Define the organisation's customer service direction, slogan
and values
iii. * Ensure customer service is defined as a key responsibility for
the business/department
iv. * Share the customer experience strategy via a comprehensive
communications program
v. * Ensure that this strategy does not conflict with other business
strategies. As consultants, it is amazing how often we hear
organisations say, "Improving Customer Service is a priority,
and we are also introducing stringent cost-cutting measures."
http://www.teamtechnology.co.uk/ This can present a tough dichotomy.
customerservice.html 2. Selecting the Correct People
a. It's really hard to teach an elephant to dance!
b. When recruiting employees to provide customer service, the
process often tends to concentrate more on functional expertise,
technical competence and knowledge rather than interpersonal
skills. However, lack of the right attitude can drastically impact client
satisfaction levels. Research has in fact shown that attitude is the
most important requirement: skills and functional expertise can be
taught.
c. Therefore in selecting the right people:
3. Developing, Motivating and Managing your People
a. Even though you have hired the right people, there is still a need to
orient them into the organisation's customer relationship culture
and define key communication skills. In Call Centers and Technical
Support departments, there is a tendency to rely on technical/
functional skills and neglect interpersonal skills development. This
can result in providing acceptable material service, the more
tangible aspect, yet unacceptable personal service, the competitive
differentiator.
b. Therefore to build a customer relationship culture, it is important to:
i. * Provide training in key areas required to deliver exceptional
personal service
ii. * Reinforce these skills using ongoing coaching and feedback
iii. * Measure current performance levels
iv. * Reward performance using a combination of monetary awards
and non-monetary recognition
4. Establishing Effective Service Delivery Processes
a. Effective processes and procedures provide the foundation for
smoothing or inhibiting the material service element of the customer
interaction. Efficient service delivery systems appear transparent to
the customer. Poor systems create those 'speed bumps' that
necessitate personal intervention in order to satisfy the customer
requirements.
b. The critical elements in ensuring a positive material customer
experience are:
i. * Mapping the service delivery processes
ii. * Evaluating critical success points in the process
iii. * Defining service standards and objectives for these essential
points
iv. * Establishing service delivery procedures to optimise material
service
v. * Creating service level agreements to smooth internal service
delivery
5. Building in Continuous Improvement
a. No matter how effective the service delivery processes, or well-
trained the service deliverers, things go wrong. Products have
faults. Customers get frustrated. Things slip through the cracks. The
organisations that are built around managing the customer
experience are able to resolve these issues effectively. This
process known as "recovery" is an important differentiator in
building customer loyalty.
b. In order to recover effectively, it is necessary to:
i. * Actively seek customer feedback and complaints: you cannot
improve if you don't know what went wrong in the first place.
ii. * Train staff how to handle customer complaints effectively using
the correct mix of empathising, apologising and resolution.
iii. * Make sure that the real problem is solved, not just the
symptoms.
iv. * Focus on proactive (prevention) as well as reactive (cure)
problem solving.
6. Ensuring Managers are the Key Change-Agents
a. As consultants, we observe that senior management often has the
vision, intention and commitment to introduce a comprehensive
customer relationship management system. The "make or break"
element is in involving middle management in the change process,
and empowering them to be the key change-agents.
b. To do this, it is important to:
i. * Engage the management team early and often in the process
ii. * Involve management members in articulating the customer
experience strategy
iii. * Teach managers coaching skills so that they are able to
articulate and reinforce the key personal service skills
iv. * Use managers as facilitators when rolling out interpersonal
skills training
v. * Reward managers on establishing, monitoring and updating
service delivery processes
vi. * Ensure managers are able to act as an example to their teams.
- 60 - Max Ramaciotti

22. CRM etiquette
Customer Service: where “etiquette” comes out
Customer service etiquette principles should be integrated into every facet of your organization
because providing superior customer service is the most effective way to differentiate your business
from the competition.
Build prosperous relationships by treating customers as you want to be treated.
6 Principles of Customer Service Etiquette:
1. Smile and demonstrate good manners. Teach employees to smile, leading by
example. Establish a culture of high quality customer service and commit to deliver
superior service whether over the phone or face-to-face.
2. Make customers feel comfortable, valued, and appreciated.
3. Treat customers with respect, empathy, and efficiency.
4. Listen actively to be responsive and exceed customer expectations.
5. Effectively resolve the customer's problem.
6. Say "Thank you" and "Please" graciously.
http://www.successwithetiquette.com/
Social Network are just another face of your Customer Relationship Strategy
- 61 - Max Ramaciotti

23. CRM Planning - The Approach
Planning CRM - The Approach
http://blogs.hbr.org/merholz/2009/06/a-framework-for-building-custo.html
- 62 - Max Ramaciotti

24. CRM - The Touchpoints
Customer Touch points
Key-concept
Online Touchpoints an Example (Talisma Corporation Customer interaction tools)
- 63 - Max Ramaciotti

25. Business intelligence definition
Business Intelligence
skills, processes,
Business Intelligence (BI) refers to
technologies, applications and practices used to
support decision making.
BI technologies provide historical, current, and predictive views of
business operations. Common functions of Business Intelligence
technologies are reporting, online analytical processing, analytics, data
mining, business performance management, benchmarking, text mining,
and predictive analytics.
Business Intelligence uses technologies, processes, and
applications to analyze mostly internal, structured data and business
processes
while
Competitive Intelligence, is done by gathering, analyzing and
disseminating information with or without support from technology and
applications, and focuses on all-source information and data
http://en.wikipedia.org/wiki/Business_intelligence (unstructured or structured), mostly external to, but also internal to a
company, to support decision making.
- 64 - Max Ramaciotti

26. Analytics
How Are People Behaving on Your Site
http://www.youtube.com/watch?v=DO-TJWbuZ6s
- 65 - Max Ramaciotti

27. Online reputation
Online Reputation Management
Online reputation management, or ORM, is the practice of consistent research and
analysis of oneʼs personal or professional, business or industry reputation as
represented by the content across all types of online media. It is also sometimes
referred to as online reputation monitoring, maintaining the same acronym.
Specifically, the online media that is monitored in ORM is:
1. Traditional or mainstream websites
2. Social networks
3. Consumer Review sites
4. Social news/bookmarking sites
5. Collaborative Research sites such as Yahoo Answers, Rediff Q&A
6. Independent discussion forums
7. User-generated content (UGC)/Consumer Generated Media (CGM)
8. Blogs
9. Microblogging (Twitter....)
10. Blogging communities
http://en.wikipedia.org/wiki/
Online_reputation_management
- 66 - Max Ramaciotti

28. Online reputation measuring tools
Online reputation measuring tools
1. Search & Aggregators
a.
i. http://www.trackur.com/
1. To begin with, we'll look at Trackur. This new tool scours blogs, news
sites, images, and videos for you to track your name, company brands,
industry trends, or even news about your competitor. The tool allows you
to search for a keyword or keywords, but also allows you to filter that
search to include only instances where that keyword is coupled with
other words and/or filter out instances where certain other keywords are
present. Once the search has been customized, it can be saved and
then subscribed to via an RSS feed or email. The items Trackur finds
can also be bookmarked or emailed.
http://mashable.com/2008/12/24/free-
brand-monitoring-tools/ b.
http://www.readwriteweb.com/archives/
how_to_manage_your_online_reputation
i. http://www.google.com/alerts
.php
1. One of the simplest and easiest ways to track something on the way,
your reputation or otherwise, is to use Google Alerts. With this free
service, you can search either all of Google's properties, or you can
specify that only News, Blogs, Web, Video, or Groups is searched. You
can then configure the Alerts results to be emailed to you either as it
happens, once a day, or once a week. There is also a page where you
can edit the alerts once they are created or delete them when they are
no longer in use.
c.
i. http://technorati.com/
1. The blog search engine Technorati is also a good free resource for
tracking what's being said in the blogosphere. The service indexes
posts as they are published and with any search you do on the site,
there is an RSS button that you can use to subscribe to the search.
When viewing the results on the web site, you can click between tabs to
see just the Posts, Blogs, Photos, or Videos containing your search
terms.
d. MonitorThis
i.
ii. http://alp-uckan.net/free/monitorthis/
1. A simple online tool called MonitorThis lets you subscribe to results of a
search from 22 different search engine feeds at the same time. The
engines searched include the main search engines like Google, MSN,
and Yahoo, as well as smaller engines like Plazoo, Blogmarks, and
Topix. The results are provided in OPML format. Although you have to
copy and paste the code into a file you create on your computer in order
to subscribe, it's still worth checking out as the list of engines searched
makes this a good resource.
e. Create Your Own Custom Search
2. Social Search
a.
i. http://www.socialmeter.com/
1. Social meter scans the major social websites to analyze a webpage's
social popularity. Currently we scan Del.icio.us, Digg, Furl, Google, Jots,
Linkroll, Netscape, Reddit, Shadows, Spurl, Technorati, and Yahoo My
Web.
b.
i. http://socialmention.com/
1. Social Media Alerts Like Google Alerts but for social media.
Receive free daily email alerts of your brand, company, CEO, marketing
campaign, or on a developing news story, a competitor, or the latest on
a celebrity.Social Mention is a social media search engine that searches
user-generated content such as blogs, comments, bookmarks, events,
news, videos, and microblogging services. It allows you to track
mentions of your brand across all of these areas.
Other social search engines include Serph and Keotag.
c.
i. http://www.keotag.com/
1. A service from Keotag is a great tool for bloggers and those researching
a topic in the blogosphere. The site lets you just search for items that are
tagged with a particular keyword.
d.
3. Blog Comments
a.
i. BackType
ii. Backtype is a tool for monitoring blog comments. If people commented on
various blog posts, citing your name, you never used to have a way of
tracking it, until now. Backtype is a service that lets you find, follow, and
share comments from across the web. Whenever you write a comment with
a link to your Web site, Backtype attributes it to you.
4. Social Comments
a.
i. http://www.yacktrack.com/search
ii. Yacktrack lets you search for comments on your content from various
sources, such as Blogger (blogger), Digg (Digg), FriendFeed, Stumbleupon
(StumbleUpon), and Wordpress (WordPress) blogs. For instance, if you
comment on a blog, you can locate other people who are commenting on
that same blog post and rejoin the conversation.
iii. My favorite feature of this tool is the “Chatter” tab, which allows you to
perform keyword searches on social media sites and then notifies you of
instances of your brand name. Yacktrackʼs search page results also give
you an RSS feed for the search term. You can also use Commentful and
co.mments to track your social comments on the web.
5. Discussion Boards
a.
i. http://www.boardtracker.com/
ii. Along with blogs and traditional news stories, discussion boards are
another channel where people can gather in a community and talk about
you. Most people disregard discussion boards until they see other sites
commenting on information viewed on them. Use boardtracker.com to get
instant alerts from threads citing your name.
iii. Boardreader and Big Boards are other tools that work similar to this one
6. Twitter
a.
i. http://search.twitter.com/
ii. Twitter (Twitter) messages (tweets) move at the speed of light, and if you
donʼt catch them they will spread like a virus. Using Twitter search (tweetzi
Twitter Search), you can locate any instances of your name and decide
whether you want to tweet back or ignore them. It really depends on the
context and meaning of the tweet.
iii. Conduct a search for your name, your companyʼs name, or various topics
youʼre interested in and then subscribe via RSS. Twilert and TweetBeep
are additional tools you can use to receive email alerts.
7. Tools & Services
a.
i. FiltrBox
1. While all the other tools listed are quite rudimentary, this one is rather
complex and intelligent. Instead of being hit with hundreds or even a
thousand results for your brand name, Filtrbox only delivers the most
relevant, credible mentions of things you need to track. Its “FiltrRank”
technology scores content based on three dimensions: contextual
relevance, popularity and feedback. You can look back to previous
searches 15 days out for free as well.
8. Your Network
a. networkA lot of people overlook a strong network when it comes to monitoring
their brands. If you have a robust network, especially people in your industry
who observe the same keywords as you, then you will receive important
updates without even asking for them.
- 67 - Max Ramaciotti

29. Benchmark
Benchmarking
Benchmarking is the process of comparing the business processes
and performance metrics including cost, cycle time, productivity, or
quality to another that is widely considered to be an industry
standard benchmark or best practice. Essentially, benchmarking
provides a snapshot of the performance of your business and helps
you understand where you are in relation to a particular standard.
The result is often a business case and "Burning Platform" for making
changes to make improvements.
Also referred to as "best practice benchmarking" or "process
benchmarking", it is a process used in management and
particularly strategic management, in which organizations
evaluate various aspects of their processes in relation to best
practice companies' processes, usually within a peer group
defined for the purposes of comparison.
This then allows organizations to develop plans on how to make
improvements or adapt specific best practices, usually with the
aim of increasing some aspect of performance. Benchmarking may
be a one-off event, but is often treated as a continuous process in
http://en.wikipedia.org/wiki/Benchmarking which organizations continually seek to improve their practices.
- 68 - Max Ramaciotti

30. What to benchmark
Benchmarking website
commercial
Content types Main function
insitutional
Offer Website
Presentation richness
Interactive tools
Ecommerce
Customer service
Service
Product customization Mood
Strategic leverages
- 69 - Max Ramaciotti

31. What to benchmark
Benchmarking website
Where
Contest
Applications
Viral Specials Social network
How Content dissemination
Events
Interaction
Social
Internal community
Mood
Other tools Blog
….. Content types
- 70 - Max Ramaciotti

32. What to benchmark
Benchmarking website
Goal
Applications Mobile Mobile site Contents
Contents
- 71 - Max Ramaciotti

33. Homework
Homework lesson 2
1. Identify “competitors” of you company
2. Benchmark their online presence basing upon the given schema
3. Output: a power point presentation or similar
- 72 - Max Ramaciotti