How to Use Social Currency to Identify Your Brand Influencers
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How to Use Social Currency to Identify Your Brand Influencers
- 3. Engagement is not a fad.
- 5. Business hasn’t changed, but the customer sure has….. 22 hrs/week online 5+ hrs/week in social media Ave. Facebook user: 130 friends. Ave. Twitter user: 300 followers 74% expect a response from a company online in 1 hour A mere 17% of consumers trust corporate or product advertising
- 6. Lost in translation Increase sales Reduce churn Improve margins Move faster Increase Awareness Does the customer ever speak your language? Fix a problem Rant Deci d e what to buy Feel listened to Get a deal
- 7. 74% of CEOs also say marketers focus too much on the latest trends, such as social media , but can rarely demonstrate how these trends can help to generate more business for the company. - Marketing Week, June 15, 2011
- 8. LET’S CHANGE THIS GAME
- 10. Wherever our clients shop
- 11. Breaking down the barriers
- 14. Are you managing to the right outcome? Passive Reach Department Objectives C-Suite Order Value, Channel Sales eCommerce Ideas, Reduce Support Costs Brand, Margins, Revenue, Retention “ I know that company. ” “ I checked out their products.” “ I buy from that company.” “ I totally recommend that product.” Likes Fans Views Heard Influence Sentiment Email Ads Traffic Page Views Posts
- 18. Creating web traffic And, 40% of the lithium.com unique visitors come from referring URLs 60% of the lithium.com unique visitors come from direct or google organic search
- 22. Customers want freebies… Source: Cone Survey 2010
- 25. Sanuk knows their customers – and loves them back
- 26. “ We love Sanuk together”
- 27. CEMEX
- 30. The experience is everything…
- 31. Mixing Offline with Online: Domino’s Pizza Pizza box fliers promote Twitter Source: Social Media Examiner Customer poses for photo-op
- 33. It’s about the people…
- 34. FreshBooks focuses on customers
- 35. “ We don’t have a social media strategy, we have a relationship strategy.”
- 37. More than just lip service…
- 38. Go where your customers are
- 40. Innovate
- 41. Verizon Idea Exchange Open Innovation: Anyone, Anywhere http://verizon.com/ideas Launched: July 2010
Editor's Notes
- Robert Passikoff Brand Keys Nov. 4, 2010
- - June 15, 2011 Lara O’Reilly, Marketing Week
- Facilitate consistent interactions Should feel like one continuous dialogue, not fragmented Cultivate customer trust Practice responsible information management leads to customer info sharing Create relevant experiences Use customer insight to craft unique experiences Enable seamless integration across channels Goal is for all touchpoints to interact in an integrated and positive manner
- Facilitate consistent interactions Should feel like one continuous dialogue, not fragmented Cultivate customer trust Practice responsible information management leads to customer info sharing Create relevant experiences Use customer insight to craft unique experiences Enable seamless integration across channels Goal is for all touchpoints to interact in an integrated and positive manner
- Facilitate consistent interactions Should feel like one continuous dialogue, not fragmented Cultivate customer trust Practice responsible information management leads to customer info sharing Create relevant experiences Use customer insight to craft unique experiences Enable seamless integration across channels Goal is for all touchpoints to interact in an integrated and positive manner
- The Approach Getting more customers. Practicing CRM means we will approach acquisition differently. Our focus will shift from blanket acquisition to looking for new customers that resemble our most valuable customers. As we will see in future examples, by focusing on “resemblers” we will achieve greater ROI on our prospecting efforts. Keeping them longer. We will keep our customers from defecting to the competition by providing superior experiences our competitors cannot duplicate. This means looking for value-added products and services that will hit our customers’ “hot buttons.” By doing so, we will not have to reach for the generic “incentive” button as often. In addition, unlike traditional incentives, our competitors will have difficulty duplicating our offers because the information that feeds into creating them will not be available through purchased market research studies; rather, it will come through direct dialogue with the customer. Growing them into bigger customers. We will capture a greater share of our customers’ business by anticipating and meeting their needs. If we know, for example, that a customer is about ready to have a baby, we can provide offers and incentives to purchase other baby products, focusing on child safety features and accessories.
- Facilitate consistent interactions Should feel like one continuous dialogue, not fragmented Cultivate customer trust Practice responsible information management leads to customer info sharing Create relevant experiences Use customer insight to craft unique experiences Enable seamless integration across channels Goal is for all touchpoints to interact in an integrated and positive manner
- Facilitate consistent interactions Should feel like one continuous dialogue, not fragmented Cultivate customer trust Practice responsible information management leads to customer info sharing Create relevant experiences Use customer insight to craft unique experiences Enable seamless integration across channels Goal is for all touchpoints to interact in an integrated and positive manner
- The Approach Getting more customers. Practicing CRM means we will approach acquisition differently. Our focus will shift from blanket acquisition to looking for new customers that resemble our most valuable customers. As we will see in future examples, by focusing on “resemblers” we will achieve greater ROI on our prospecting efforts. Keeping them longer. We will keep our customers from defecting to the competition by providing superior experiences our competitors cannot duplicate. This means looking for value-added products and services that will hit our customers’ “hot buttons.” By doing so, we will not have to reach for the generic “incentive” button as often. In addition, unlike traditional incentives, our competitors will have difficulty duplicating our offers because the information that feeds into creating them will not be available through purchased market research studies; rather, it will come through direct dialogue with the customer. Growing them into bigger customers. We will capture a greater share of our customers’ business by anticipating and meeting their needs. If we know, for example, that a customer is about ready to have a baby, we can provide offers and incentives to purchase other baby products, focusing on child safety features and accessories.
- The Approach Getting more customers. Practicing CRM means we will approach acquisition differently. Our focus will shift from blanket acquisition to looking for new customers that resemble our most valuable customers. As we will see in future examples, by focusing on “resemblers” we will achieve greater ROI on our prospecting efforts. Keeping them longer. We will keep our customers from defecting to the competition by providing superior experiences our competitors cannot duplicate. This means looking for value-added products and services that will hit our customers’ “hot buttons.” By doing so, we will not have to reach for the generic “incentive” button as often. In addition, unlike traditional incentives, our competitors will have difficulty duplicating our offers because the information that feeds into creating them will not be available through purchased market research studies; rather, it will come through direct dialogue with the customer. Growing them into bigger customers. We will capture a greater share of our customers’ business by anticipating and meeting their needs. If we know, for example, that a customer is about ready to have a baby, we can provide offers and incentives to purchase other baby products, focusing on child safety features and accessories.
- The Approach Getting more customers. Practicing CRM means we will approach acquisition differently. Our focus will shift from blanket acquisition to looking for new customers that resemble our most valuable customers. As we will see in future examples, by focusing on “resemblers” we will achieve greater ROI on our prospecting efforts. Keeping them longer. We will keep our customers from defecting to the competition by providing superior experiences our competitors cannot duplicate. This means looking for value-added products and services that will hit our customers’ “hot buttons.” By doing so, we will not have to reach for the generic “incentive” button as often. In addition, unlike traditional incentives, our competitors will have difficulty duplicating our offers because the information that feeds into creating them will not be available through purchased market research studies; rather, it will come through direct dialogue with the customer. Growing them into bigger customers. We will capture a greater share of our customers’ business by anticipating and meeting their needs. If we know, for example, that a customer is about ready to have a baby, we can provide offers and incentives to purchase other baby products, focusing on child safety features and accessories.
- The Approach Getting more customers. Practicing CRM means we will approach acquisition differently. Our focus will shift from blanket acquisition to looking for new customers that resemble our most valuable customers. As we will see in future examples, by focusing on “resemblers” we will achieve greater ROI on our prospecting efforts. Keeping them longer. We will keep our customers from defecting to the competition by providing superior experiences our competitors cannot duplicate. This means looking for value-added products and services that will hit our customers’ “hot buttons.” By doing so, we will not have to reach for the generic “incentive” button as often. In addition, unlike traditional incentives, our competitors will have difficulty duplicating our offers because the information that feeds into creating them will not be available through purchased market research studies; rather, it will come through direct dialogue with the customer. Growing them into bigger customers. We will capture a greater share of our customers’ business by anticipating and meeting their needs. If we know, for example, that a customer is about ready to have a baby, we can provide offers and incentives to purchase other baby products, focusing on child safety features and accessories.
- The Approach Getting more customers. Practicing CRM means we will approach acquisition differently. Our focus will shift from blanket acquisition to looking for new customers that resemble our most valuable customers. As we will see in future examples, by focusing on “resemblers” we will achieve greater ROI on our prospecting efforts. Keeping them longer. We will keep our customers from defecting to the competition by providing superior experiences our competitors cannot duplicate. This means looking for value-added products and services that will hit our customers’ “hot buttons.” By doing so, we will not have to reach for the generic “incentive” button as often. In addition, unlike traditional incentives, our competitors will have difficulty duplicating our offers because the information that feeds into creating them will not be available through purchased market research studies; rather, it will come through direct dialogue with the customer. Growing them into bigger customers. We will capture a greater share of our customers’ business by anticipating and meeting their needs. If we know, for example, that a customer is about ready to have a baby, we can provide offers and incentives to purchase other baby products, focusing on child safety features and accessories.
- The Approach Getting more customers. Practicing CRM means we will approach acquisition differently. Our focus will shift from blanket acquisition to looking for new customers that resemble our most valuable customers. As we will see in future examples, by focusing on “resemblers” we will achieve greater ROI on our prospecting efforts. Keeping them longer. We will keep our customers from defecting to the competition by providing superior experiences our competitors cannot duplicate. This means looking for value-added products and services that will hit our customers’ “hot buttons.” By doing so, we will not have to reach for the generic “incentive” button as often. In addition, unlike traditional incentives, our competitors will have difficulty duplicating our offers because the information that feeds into creating them will not be available through purchased market research studies; rather, it will come through direct dialogue with the customer. Growing them into bigger customers. We will capture a greater share of our customers’ business by anticipating and meeting their needs. If we know, for example, that a customer is about ready to have a baby, we can provide offers and incentives to purchase other baby products, focusing on child safety features and accessories.
- The Approach Getting more customers. Practicing CRM means we will approach acquisition differently. Our focus will shift from blanket acquisition to looking for new customers that resemble our most valuable customers. As we will see in future examples, by focusing on “resemblers” we will achieve greater ROI on our prospecting efforts. Keeping them longer. We will keep our customers from defecting to the competition by providing superior experiences our competitors cannot duplicate. This means looking for value-added products and services that will hit our customers’ “hot buttons.” By doing so, we will not have to reach for the generic “incentive” button as often. In addition, unlike traditional incentives, our competitors will have difficulty duplicating our offers because the information that feeds into creating them will not be available through purchased market research studies; rather, it will come through direct dialogue with the customer. Growing them into bigger customers. We will capture a greater share of our customers’ business by anticipating and meeting their needs. If we know, for example, that a customer is about ready to have a baby, we can provide offers and incentives to purchase other baby products, focusing on child safety features and accessories.
- Facilitate consistent interactions Should feel like one continuous dialogue, not fragmented Cultivate customer trust Practice responsible information management leads to customer info sharing Create relevant experiences Use customer insight to craft unique experiences Enable seamless integration across channels Goal is for all touchpoints to interact in an integrated and positive manner