social media amsterdam april philips final compressed
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Building the leading company in
health and well-being
An introduction to Philips
Amsterdam, 14th-15th April 2011
Marcus Evans Conference
2
A well-respected, blue-chip
company for 120 years
Founded in 1891Headquartered in Amsterdam, the Netherlands
Sales over EUR 25.4 billion in 2010 (USD 33.8 billion)33% of sales generated in emerging markets
Globally recognized brand (world top 50)Our brand value doubled to $8.7bln since 2004
119,000 employeesSales and service outlets in over 100 countries
€1.6 billion investment in R&D, 6% of sales50,000 patent rights – 36,000 registered trademarks –
63,000 design rights
3
Philips defined: we are…
“…a global company of leading businesses
creating value with meaningful innovations that
improve people’s health and well-being.”
Health and well-being
A commitment to healthy, fulfilled lives
in our communities and societies
our world
Meaningful innovations
Improving people’s lives
Going beyond technology
Introduced at the right time
4
Our focus on Health and Well-beingOur portfolio leverages critical global trends
4Rise of emerging
markets
Aging population
Increased consumer
empowerment and
sustainable lifestyles
Climate change and
sustainable development
5
Our Health and Well-being offer
is powered by 3 businesses
Healthcare
Lighting
Consumer Lifestyle
2010
6
Global trends
• Ageing population leading to an increase in chronic conditions
• Urbanization and rise of emerging markets leading to lifestyle
changes, fueling cardiovascular illnesses and respiratory and
sleeping disorders
Business priorities
• Move towards leadership position in Imaging Systems:
• At annual RSNA meeting, Philips unveiled “Imaging 2.0”,
a concept fueled by 8 breakthrough innovations
• Construction of healthcare R&D facility for Cardiovascular
X-ray equipment India
• Grow our Home Healthcare business:
• Increase awareness and treatment of Obstructive Sleep
Apnea (OSA) focused on emerging markets
• Strengthen leadership in Home Healthcare with the
acquisition of medSage Technologies LLC, a leading
provider of patient interaction and management
applications for home care providers
Healthcare
6
Healthcare
€8.6Billion sales
in 2010
35,000+People employed
worldwide in 100 countries
450+Products & services
offered in over 100 countries
1 2010 split
8%of sales invested in R&D
in 2010
Philips Healthcare
Businesses1 Sales & services geographies1
Imaging
Systems
Home
Healthcare
Solutions
Patient Care
and Clinical
Informatics
Customer
Services
North America International
45% 35% 20%
Emerging
Markets
39% 14% 21% 26%
8
Consumer Lifestyle
8
Global trends
• Consumers are increasingly focused on their
Health and Well-being
• The already substantial middle and upper income segments
of Emerging Markets are growing fast
• Back to basics: consumers want simple propositions from
trusted brands
Business priorities
• Accelerate growth in four defined value spaces:
Healthy Life; Personal Care; Home Living; Interactive Living
• Maximize Health & Wellness opportunity
• Invest and prioritize Asia-first innovations for local and
global markets
• Improve market shares in BRIC and key markets
• Take decisive action to bring TV to profitability
Consumer Lifestyle
€8.9Billion sales
in 2010
17,000+People employed
worldwide
€0.3Billion negative NOC
for TV end 2010
4%of sales invested
in R&D in 2010
1 2010 split 2 Other category (4%) is mainly license income and is omitted from this overview
Philips Consumer Lifestyle
Businesses1 2 Geographies1
Personal
Care
Health &
Wellness
Domestic
Appliances
Television Audio
Video
Multimedia
Mature
Markets
60% 40%
Emerging
Markets
13% 7% 17% 36% 13%
Accessories
10%
10
Global trends
• Ongoing urbanization and globalization
• Increasing need for energy efficient solutions
• Fast growing global illumination market, partly driven by
expanding renovation market
• Rapid adoption of LED-based lighting solutions worldwide
Business priorities
• Launch new professional solutions with specific emphasis on
being a leader in professional outdoor lighting solutions
• Substantially grow home lighting solutions business
for consumers
• Develop and market new forms of versatile and energy
efficient LED innovations
• Maximize the profitability of our conventional lighting business
Lighting
10
Philips Lighting
Customer Segments1
24% 17% 17% 11% 13% 5% 2% 3% 8%
Retail Entertainment Healthcare AutomotiveHomes Offices Outdoor Industry Hospitality
Lighting
€7.6Billion sales
in 2010
53,000+People employed
worldwide in 60 countries
5%of sales invested
in R&D in 2010
80,000+Products & services
offered in 2010
1 Indicative split
Saeco (2009)
Discus (2010)
Dynalite (2009)
Selecon (2009)
Ilti Luce (2009)
Genlyte (2008)
Lighting Technologies (2007)
Burton (2010)
Teletrol (2009)
NSW (2010)
Luceplan (2010)
InnerCool Therapies (2009)
Traxtal (2009)
Respironics (2008)
VMI-Sistemas Medico (2007)
Visicu (2008)
Emergin (2007)
Raytel (2007)
Tecso Informatica (2010)
Somnolyzer (2010)
CDP Medical Ltd. (2010)
Apex (2010)
Wheb Sistemas (2010)
Dixtal Biomedica e Technologia (2008)
Meditronics (2008)Alpha X-Ray (2008)
Medel (2008)
Shenzhen Goldway (2008)
Tomcat (2008)
Interactive Medical Developments (2008)
Lighting Consumer lifestyleHealthcare
Street Controls(2010)
Optimum (2011)
MedSage (2011)
Preethi (2011)
Emerging Markets
Our global reachFocused portfolio through strategic acquisitions*
* Strategic acquisitions since mid-September 2007 until January 2011
13
Regional
Cardio
vascular
Regional
Radiation
Oncology Systems
Global
Ultrasound
Unique leadership positions in many marketsCurrent NPS leadership positions1
Global
Patient
Monitoring
Regional
Home
Healthcare
Regional
Cardiac
resuscitation
1 (Co)Leadership is defined as outperforming (>5%) or on par with best competitor, globally or regionally
Regional
Male electric
shaving & grooming
Regional
Blenders
Global
Mother and Child
Care
Global
Female
depilation
Global
Steam irons
Global
High Power
LEDs
Global
Juicers
Global
Lighting
Electronics
Regional
Power
Toothbrushes
Global
Professional
Luminaires
Global
LampsRegional
Consumer
Luminaires
Healthcare
Regional
Automotive
Lighting
Consumer
Lifestyle
Lighting
1 (Co)Leadership is defined as outperforming (>5%) or on par with best competitor, globally or regionally
Vision 2015Our ambition
Philips wants to be a global leader in
health and well-being,
becoming the preferred brand
in the majority of our chosen markets.
We believe Philips is uniquely positioned for
growth through its ability to simply make a
difference to people’s lives with meaningful,
sustainable innovations.
15
• Building on our legacy: Philips in its 120th year
• Targeting growth with Vision 2015 strategic plan
• Responding to fast-changing market conditions
• Continuing people-focus:
• Highly engaged Philips people
• Seamless transition to new management
• Strong relationships with customers
• Continued creation of meaningful innovations
Looking forward
Leveraging Digital Marketing
and Social Media
Session:
The Measurement Talk
Amsterdam, 14th-15th April 2011
Marcus Evans Conference
17
Survey, let’s have a show of hands
Key Questions in Social Media?
18
• Is your company ready for Social Media?
• Is your Consumer Care department ready for Social Media?
• Is your Consumer Care Social Media Operation effective?
19
Social Media actively used to create brand
preference for Philips
Waking up an arctic town
Promotional material of campaign in The Netherlands
20
Radio Print Special OOH
Online Advertorials
OOH
Online Banners
In Store
Blogs
Websites
YouTube
21
In the Netherlands, only small increase in
consideration, but significant increase in brand
preference.
94
66
41
75
1525
15
94
70
45
82
21 2618
Awareness Familiarity Consideration Preference Purchase
Intent
(unpriced)
Ownership Retention
Base: Pre-wave (150); Post-wave (650)Sig Diff @ 95% or above
Pre-wave
Post -wave
22
A traditional purchase funnel no longer accurately
represents the way consumers interact with
brands.
Source: http://www.mckinseyquarterly.com/Strategy/Strategic_Thinking/The_consumer_decision_journey_2373
23
Consumers are moving outside the purchasing funnel -
changing the way they research and buy your
products. Change in approach is a necessity.
The consumer decision journey
The consumer
considers an initial
set of brands, based
on brand perceptions
and exposure to
recent touch points.
1
Consumers add or
subtract brands as
they evaluate what
they want.
2
Ultimately, the
consumer selects a
brand at the moment
of purchase.
3After purchasing a
product or service,
the consumer builds
expectations based
on experience to
inform the next
decision journey
4
Ratings
&
Reviews
Commun
ities
Registrat
ion
.com
Syndi-
cated
Content
Ratings
&
Reviews
WoM
searchMobile
Care
Ongoing
CRM
24
Consumer Care Online
>50 countries
>30 languages
>30 million web visitors
>150 million page views
>15 million software downloads
>250 thousand surveys
60.000 products supported online
worldwide
7 business product groups
>30 product categories
Millions of interactions via repairs &
exchanges
Consumer Care is dealing in a complex environment
dealing with high volumes of consumer interactions
Global Consumer Care
Ad Hoc
CRM/Loyalty
Programs
Multiple
consumer
databases
Global Service
Network
13 Different
Reporting
7 Different Case
Mgt / CRM
Systems13 Different
KPIs/SLIs
Over 130
Local Contact
Numbers
Direct Link
between
Web and CC
Standardized
Training
Multiple
Insourced Call
Center Ops.
3 Service
Networks used
for Call Center
10 Call Center
Vendors
Standardized
Feedback
Process
7 Philips
Online Shops
Consumer Care, March 24, 2011 25
A change to our traditional strategy was needed to
adopt to new channels
Social
Web
Social
Owned
Guidance in CC funnel
Share knowledge
Co
ns
um
ers
ap
pro
ac
hin
g P
hilip
s
wit
h a
re
qu
es
t o
r p
rob
lem
26
Become organised to support our social media
strategy
DEDICATED LOCAL X-FUNCTIONAL TEAMS
WebCareTeam
Country Internet Manager
PR agentConsumer Experience Manager
Local Community
Manager
CENTRAL SETUP
Digital Marketing Manager
PR Manager
Consumer Care
Social Media Manager
Flagship Community
Manager
Social Media
Taskforce
In-house resource &Agencies
In-house resource &
vendors
7 BUSINESS PRODUCT GROUPS
MBRMin planning
Consumer Care, March 24, 2011 27
Social Media objectives as extension
on Consumer Care directives
Aim is to have a sense and simple plan on global and local levels to execute on NPS & Cost of non-quality by
• Fast product quality feedback• Web content enhancements (outside-in)• Interaction & escalation management
Social Media
Objectives
Consumer Care, March 24, 2011 28
Guidance to our contact channels–
Integration of chat on 3rd party platforms
http://www.prisjakt.nu/produkt.php?p=599262
Consumer Care, March 24, 2011 29
Clear roles to reinforce the brands with every
consumer interaction
TVad
Radioad
Printad
Papermail
Email Website
KioskStore IVR Callcenter
Product
Communicate image
by
Marketing
Deliver value
by
Consumer Care
Social Media Channels
Making promises
Keeping promises
Consumer Care, March 24, 2011 30
Guidance to our contact channels –
Consumer Care, March 24, 2011 31
First Listen, then engage on Talking with and
Supporting of our consumers
Consumer Care, March 24, 2011 32
Driving NPS & GCR by improving web
content from consumer feedback
Consumer Data
NPS Feedback & Call logs
Social Media Comments
Analysedata
Topics & Issues
Webcontent
FitGap
Create &
Improve Content
Availability
Successfulness
NPS GCR
Manually
Consumer Care, March 24, 2011 33
Converting heavy negative detraction
into positive sentiment
OHC - US & UK>600 relevant social comments
and consumer feedback comments
from >1500 websites/domains
and from >6000 call logs/NPS
free texts converted into 25 new categorized FAQs
NPS Oral Health Care (3 months rolling)
0%
Content
updates
Consumer Care, March 24, 2011 34
Assisting our consumers through our
support forum by talking and supporting
Consumer Care, March 24, 2011 35
2 Net TV server
outages cause peak
visits
Some Facts & Figures:• Language = English;
• Net TV & Blu-Ray
• Rolled out to WE & RU;
• >150.000 visits since July 2010;
• > 900 visitors per day;
• 3.5 minute per visitor, visiting 4 pages;
• > 1200 registered users;
• 15% of Net TV connected users in NL have been
on the forum!
• NPS Measurement in place
>50% of questions solved by consumers
Objective:
Drive peer to peer resolution to
support our contact strategy and
enable fast feedback on software
and services
Consumer Care, March 24, 2011 36
... lead by strong brand promoters
Super promoter “Toengel” supported 100+ members
Consumer Care, March 24, 2011
37
Global guidance and enablement
Local empowerment and execution
Consumer Care, March 24, 2011 38
Example: QQLQ #1 in best handling
consumer complaints - The Netherlands
In the period January to November 2010
Best complaint handling
1. Philips (3,4)2. Tele2 (3,0)
3. Wehkamp (2,8)
Fastest (within 24 hrs)
1. Tele2
2. TNT Post
3. Wehkamp
Most complaints:
1. Ziggo (1.691)
2. TNT Post (1.528)
3. UPC (1.245)
Worst complaint handling
1. Oxxio (1,5)
2. Nederlandse Energie Maatschappij (NEM) (1,6)
3. Neckermann Reizen (1,7)
Consumer Care, March 24, 2011 39
Many other local initiatives, supported
through global guidance and global enablers
Using globally deployed tools
• Google Alerts
• Sysomos
• Oxyme
• Scup
• Tipyo
• Siebel
• Etc.
and many more
Consumer Care, March 24, 2011 40
Simple KPIs to measure effectiveness of local Social Media
Operations
KPI Explanation of KPI Example Improvement
Digital Sentiment Indicator (DSI)
Monitor the digital sentiment, using the number of positive, neutral and negative comments.
Currently being set up, data not yet sharable
Avg FQF Turnaround Time
Monitor the performance of the Fast Quality Feedback via social media
Global Escalations
Improved from weeks to hours
% of Solved Questions by Community
Monitor the power of the community on Social Owned and Social Web
Support Forum >50% of questions answered
NPS on interactionsThe successful completion of conversations/interactions with consumers in NPS per transaction
Currently being set up, data not yet sharable
Webcare Sentiment Indicator
The successful completion of conversations/interactions with consumers in sentiment score (per channel)
Brazil>50% of negative sentiments converted into positivesentiment
Web Traffic Volume
Monitor the impact of social media platforms that increase web traffic volume in specific channels (i.e., Support, Online Sales)
Facebookpages
>35x more traffic from Facebook after improvedintegration
KPI Explanation of KPI Example Improvement
Digital Sentiment Indicator (DSI)
Monitor the digital sentiment, using the number of positive, neutral and negative comments.
Currently being set up, data not yet sharable
Avg FQF Turnaround Time
Monitor the performance of the Fast Quality Feedback via social media
Global Escalations
Improved from weeks to hours
% of Solved Questions by Community
Monitor the power of the community on Social Owned and Social Web
Support Forum >50% of questions answered
NPS on interactionsThe successful completion of conversations/interactions with consumers in NPS per transaction
Currently being set up, data not yet sharable
Webcare Sentiment Indicator
The successful completion of conversations/interactions with consumers in sentiment score (per channel)
Brazil>70% of negative sentiments converted into neutral or positive sentiment
Web Traffic Volume
Monitor the impact of social media platforms that increase web traffic volume in specific channels (i.e., Support, Online Sales)
Facebookpages
>35x more traffic from Facebook after improvedintegration
Consumer Care, March 24, 2011
Our answers to the questions
41
• Is your company ready for Social Media?
• Is your Consumer Care department ready for Social Media?
• Is your Consumer Care Social Media Operation effective?
Consumer Care, March 24, 2011
Special
training
toolkit for
everyone
involved with
consumer
interactions
43
Thanks for your attention
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