Download - Social business roi frameworks purple spinnaker

©Copyright purple spinnaker Ltd. 2014

PURPLE SPINNAKER SOCIAL BUSINESS

FRAMEWORKS


CONVERSATION STRATEGY


• conversations identify common interests • common interests are the foundation of communities • communities develop a sense of purpose • a sense of purpose is a catalyst for change • change creates and delivers growth

From conversations to communities with purpose


What do we Create + Build

How do we Inform + Sell To

How do we Service + Support

Products

Buyers

Customers

conversations identify common interests

Companies

What should I buy?

Who sells it?

Who provides aftersales care?

Customers

companies have 3 primary conversation topics they discuss internally customers have 3 topics they are interested in relation to a company

4


Client – Social Conversation Matrix Copyright Purple Spinnaker Ltd 2013

The Social Conversation Matrix maps the primary social channels used by Client India employees and their customers for marketing efforts and customer issue and complaint resolution.


Media Co - Employee & Customer Conversation Matrix

There are a diverse range of conversations taking place online about Media Co, across a wide range of channels and platforms. These conversations are on a range of topics from products, to service to content and involve customers, employees and non-customers.

Brand, Content & TV Experience

Customer Experience

Product

Independent Public Social Communities

Media Co Managed Public Social Channels

Internal Intranet

Media Co Websites

Brand, Content & TV Experience No presence

Independent Public Social Channels

Emp To Cust Cust To Cus Customer To Customer, Employee to Customer Employee To Employee Customer To Customer, Employees Listen

Non-Media Co Channels Facilitating Media Co Conversations

Media Co Owned and Managed Public Social Channels Facilitating Media Co Conversations

Internal Media Co Communities

Private Communities

Platform Insight Tools

Real Time Social Media Monitoring and Historical Social Data Insight Tools

Beta Trials

VOICE

LOUNGELAB

Employee Only Independent Customer Led, facilitated

and managed conversations Employee Led

Copyright Purple Spinnaker Ltd 2013

Customer Conversations guided, facilitated and managed by employees

Help Forum with product conversations


Social Conversation Sphere The social conversation sphere provides a model to identify different layers of social conversations which can be used when developing a social insight strategy for different teams within an organisation.


Media Co Social Customer Conversation Sphere

Based on Purple Spinnaker - Social Conversation Sphere

Billions Of Online CONVERSATIONS

All Media Co related Online Conversations

Media Co Help & IPTV Website Communities

296k members

Product Development Private Online

Hosted Community 300 engaged socially active

members

Media Co Ecosystem FB, Twitter, Youtube...

Facebook Likes Media Co 285k Media Cosports 2.37m Media CoFantasyFootball 64.6k Media CoNews 408k Media CoMoviesHD 35.6k

Set Top Box Beta Private Forums

50-300 members

MR online panel 7k members

Twitter Followers

Media CoTV BB & Talk Media CoHD 36k Media Cosports 1.79m Media CosportsCL 46.6k Media CoNews 990k Media CoMoviesHD 44.4k Media CoHelpTeam 37.2k

You Tube Subs Views Media Cosports 18,818 3.7m Media CoFantasyFootball 404 295k Media CoNews 31.3k 71.5m Media CoMovies 2,133 3.5m Media Co One HD 11,039 14.1m

34.6 million online conversations in the UK between 1st March 2012 and Jan31st 2013.

1.2 million online conversations relevant to Media Co in the UK between 1st March 2012 and Jan31st 2013.

Media Co Store Private Forums

50-7000 members

Generic conversations across all subjects & all consumer groups.

All conversations associated to Media Co, stakeholders and products, across ALL social channels.

All conversations which take place on any social channels owned or managed by Media Co, across public social channels.

All conversations which take place on any public social channel hosted and managed by Media Co, on their own domains.

Private product conversations taking place on communities owned and managed by Media Co, where clients are under a NDA. Conversations are on-going and managed by a permanent internal team.

Private online customer panel for market and product research – tactical projects, outsourced to 3rd party agency.


PRODUCT DEVELOPMENT


Customer Centric Product Development The customer centric product development model provides a framework for product development teams to integrate their customers throughout the product development lifecycle, from conception to beta trials to product launch, through an always on customer community.


CUSTOMER LOYALTY


Social conversation and Loyalty Model The social conversation and loyalty model provides a framework for mapping your current loyalty programs and initiatives to a model which encompasses online and social activities.


Purple Spinnaker - customer loyalty & social loyalty initiatives framework The customer loyalty & social initiatives framework maps the different types of loyalty programs and buyer behaviour to the different types of social customer loyalty.


SOCIAL MEDIA CUSTOMER SERVICE


Develop a Social Business Context Model

Social Media HUB Team

• Listen • Prioritise • Action • Resolve • Respond

Support Community

Engagement Community

Public

Private Market

Research

On-Domain Communities

Product Development

Support Community

Engagement Community

Public

Off-Domain Communities

PR & Reputation

Marketing Campaigns

Customer Experience

Product Development

Customer Support

Central to a successful social media business is a social media hub team whose role it is to be the focal point for all social media listening, prioritising, resolving, responding and managing social activities by both employees and customers alike.

The Social Media Hub provides the guidelines, house rules and internal training to ensure employees have the right understanding and skills to be effective in their use of social media.


Identify Core Components of TELCO BRAND Social Customer Service

Central Contact Centre workflows & analytics

Social Channels/Mobile/Email On-Domain Communities Customer Service/ Brand Engagement

API integration to: - Business systems - Social Channels - Workflow

Social Media Command Centre

There are 5 primary components of a social media operational model which enables an organisation to listen, respond and measure an organisations interactions with their social customers.


BEST PRACTICE MAPPING


Social Media Maturity Roadmap

Ad Hoc No management No budget No structure No resources Experimental

Engaged Executive Awareness Managed Engagement Pilot Projects Part time Resources

Structured Dedicated Budget Mgmnt Responsibility Formal Projects High-level formal roles

Managed Active Exec Sponsorship Daily Management Program Office Professional Staff Well defined roles & responsibilities Requirements Driven

Optimised Strategic Exec Focus Significant budget Multi-channel initiatives Social Media Centre of Excellence Guided by Business Intelligence


Engaged to Optimised Engaged Structured Managed Optimised

Executive Awareness Managed Engagement Pilot Projects Part time Resources

Dedicated Budget Mgmt. Responsibility Formal Projects High-level formal roles

Active Exec Sponsorship Daily Management Program Office Professional Staff Defined roles & responsibilities Requirements Driven

Strategic Exec Focus Significant budget Multi-channel initiatives SM Centre of Excellence Guided by Bus Intelligence

Operational Ad hoc part time team Small team of dedicated resource with key tools and external specialist partners

Development of internal team skills and responsibilities. Additional support layers and involve more internal teams.

Established multidiscipline team, with integration to other teams across the organisation. Established business KPI’s

Listen Ad Hoc listening & monitoring channels and mentions

Develop initial benchmarks for key social listening measures to be defined with customer

Map changes to initial benchmarks, refine and adapt based on learnings about customer activity.

Extend social listening and insight based on learnings about customers and business questions being asked.

Engage Respond to customers on identified channels

Create on-domain community to focus engagement process and enable learning for employees and customers

Identify and engage superusers. Extend to blogs, private communities, other channels

Engage superusers in different business activities, product development, beat trials, product launch's, improved customer experience etc

Measure Minimal measures in place – probably manual activity

Monitor key channels and topics to develop initial benchmarks for measurement

Map social activity to business KPI’s like NPS, CSAT, Customer Effort, Brand Health, call response times, call deflection, savings/ROI

Extend measures based on learnings and business questions/requriements.

Integrate No integration to other business teams and systems

Simple workflow to pass queries, feedback and ideas back to other internal teams.

Move from single/minimal channels to broader channel set.

Integrate social solutions into other business systems, CRM, compliant management etc

Innovate Add in other social and live chat functionality

Co-creation across customer experience, product development and marketing campaigns.


Social Media Best Practice Process

Listen Acknowledge Collaborate Resolve Respond Reuse

Listen: Use Social Listening Tools to monitor owned, managed and independent social channels for customer enquiries, complaints, questions, ideas and compliments.

Acknowledge: Use multiple social channel(s) to acknowledge customer interaction and where appropriate provide information about how and when the interaction will be addressed by the team.

Collaborate: work in partnership with customer service colleagues, internal experts and customer community to identify resources equipped to resolve the issue or receive feedback.

Resolve: work with identified resources to resolve the issue or receive feedback. Identify action plan and timescales.

Respond: using the correct channel, which may be public or private depending on the nature of the interaction , respond to the customer(s) providing information about the interaction & time scales.

Reuse: where appropriate • publish answer to relevant

digital channel • add resolution on public

knowledgebase • document idea and stage in

evaluation process


GAP ANALYSIS


Gap Analysis Social Media Component Industry Best Practice TELCO BRAND

Social Media Channels Telcos are active in social channels for both marketing and access to customer care agents working across multiple channels. Social channels are used as easy access points for customers to initiate an interaction with an organisation, they are not generally the point of resolution, but a filter to other areas of the business.

TELCO BRAND are active on social channels, Facebook, twitter, YouTube and google+ TELCO BRAND have developed a bespoke customer care app for their Facebook page which requires customers to filling in forms to get access to customer support information. This may prohibit customer engagement and problem resolution.

Independent Public Forums

Telcos recognise that their customers engage in public communities and forums, but due to the large number of communities, they tend not to actively engage their customers through these channels but opt to build an on-domain community.

TELCO BRAND are active on public forums and online communities and address customer issues on these forums. Instead of working on a large number of independent forums, TELCO BRAND should consider an on-domain community.

Social Listening Telcos have a social listening program to monitor and respond to customer complaints, questions, ideas and other feedback on social channels.

TELCO BRAND are likely to have a social listening program in place, but it is unclear which areas they are focusing on. It is likely that this can be tuned to better listening for and respond to customer requests.

On-domain Community Telcos have on-domain communities which enable them to work in partnership with their customers to respond to customer queries, gain ideas about products and services, leverage customer knowledge in problem resolution and build a knowledge base of solutions and FAQs. On-domain communities provide analytics and i i ht i t t ti iti hi h b d

TELCO BRAND do not have an on-domain customer community and are missing out on their engagement and business value.


Gap Analysis Social Media Component Industry Best Practice TELCO BRAND

Integration to Call Centre As Telcos social media operational model evolves, they are integrating their social activities into the call centre, through workflow tools.

It is unlikely that TELCO BRAND have started to integrate their social and normal call centre activities.

Social Media Command Centre In the last 12 months, Telcos have started to bring together their social listening for customer service into a central social media hub to listen to, respond to and route to internal teams for action. These hubs are manned by a central permanent whose role it is to filter and manage the social interactions.

It is unlikely that TELCO BRAND have a social media hub within their organisations

Integration to Business Systems The most recent activities on the social media services roadmap is integration to business systems and there are a small number of organisations working on this.

It is unlikely that TELCO BRAND have started to integrate their social media activities into other business systems.

Business KPI’s Most business’s with a social customer service strategy have started to introduce KPIS’ which help them measure performance some of these include: - Call centre call deflection - Email deflection - Cost per complaint resolution - Respond to customer times - Number of reused solutions - No of superusers - Community Activity Levels - NPS - CSAT - CES

It is unlikely that TELCO BRAND have many KPI’s and business measures in place as the channels they are using do not provide the relevant data.

Operational Model Social Media is a trigger for operational transformation in organisations and multi-discipline teams working together.

TELCO BRAND have started on their social media journey so some operational changes will have started to take place.


•Company Guidelines •Roles & Responsibilities

•Internal Skills • Current skill • New Skills for current team/internal training • New hires

•External Partnerships

•Business Operating Model (which teams are responsible for each activity) • Listening Strategy •Real time customer Support • Social Media Customer Engagement • Digital Brand Management

• What is the customer value proposition • What is the new online Customer Experience • Create Customer Journeys/Use Cases • Develop Customer Engagement Model • Identify Primary Communication Channels

• Listening • Community Management • Mobile Apps • Content • Website design

Call Response Times Customer Satisfaction Customer Effort Net Promoter Score Cost of issue resolution

Social Media Policy

People

Operational Processes

Measures

Tools &

Partners

Customer Experience

Define Social Media Project Work Streams

Download - Social business roi frameworks purple spinnaker

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