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Maersk Line B2B & Social Media

Aneliya Crawford | Terrence Mackin | Rebecca Torres

MKTG 6657

“The biggest challenge is that many companies see social media as a cute promotional activity when it can be a strategic marketing activity.”

Christine Moorman, director of The CMO Survey and T. Austin Finch senior professor ofbusiness administration at Duke University’s Fuqua School of Business

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AGENDA

Q1: Do you think that Jonathan Wichmann left Maersk in a good place to scale up? Do you think his current social media strategy is sustainable?Q2: Is Maersk Line fully availing itself of the benefits of media richness: use VIDEO to create edutainment, build emotional connection, learn context and create a longer customer lifecycle journey?

Q3: Should Maersk follow GE’s thoughtful, integrated social media approach that is “informative, professional and fun?” -Mark Schaefer, Social Media Expert

Discussion Questions: Please engage using #SMAnalyticschat

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Agenda

PART 1: CASE OVERVIEW

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Part 1: Who Is Maersk Line?

Total Global Market Share

Shipping Container Industry

Source: Case

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B2B vs. B2C Marketing B2C vs B2B: Requires different strategies as B2B

are marketing themselves to other businesses, instead of B2C to consumers directly.

In 2012, two-thirds of B2B companies were investing in social media marketing . (Source: Eloqua)

B2B Unique Challenges: To be successful, B2B companies must engage end-users who are consumers that have influence to: • Increase brand awareness• Humanize the brand• Establish company as a thought leader• Connect & engage with industry

influencers, prospective customers, and current customers.

PART 1: B2B Social Media Challenges

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Primary Business Goal: “Get closer to our customers”

PART 1: Maersk 2012 Social Media Goals

“Our initial goals for social media were to raise brand awareness, increase customer loyalty, improve employee engagement, develop customer insights, and control news flow. It was the ‘softer’ side of things. At first, we didn’t expect to sell shipping containers through social, though we’re learning now that in fact we can. ”

- Jonathan Wichmann, Head of Social Media

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PART 1: Maersk 2012 Social Media Strategy

“It’s communication, not marketing. It’s about engaging, not pushing.”

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10 Channels:

PART 1: Maersk 2012-13 Social Media Impact

Followers: 1 Million

Followers: 40K

Followers: 22K

$11,000

Engagement Rate: 5-10%

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PART 1: Maersk 2012 Social Media Key Drivers

• Visually Engaging: Used existing content (14,000 image database) and leveraged the public & users who liked to take photographs of Maesk ships worldwide.

• Emphasis on Storytelling: Humanizing Brand & Building Positive Perception

• Constituent Voice & Presence• Crisis Management: Shares both positive & negative

stories about the company. Perceive company as trustworthy and socially responsible.

• Buy-in from management: Avoid top-down approach of social media management, with buy-in from leadership for spontaneous and flexible approach that allowed authentic engagement. Key to success is to have supporters of social media in senior management.

• Segmentation on platforms.

“It is about not making false pictures about who you are. That is where the crisis occur, when suddenly there is a hole in the image you have created.

Then you see the ugly reality.”

- Jonathan Wichmann on Crisis Management

Key Drivers of Success

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DISCUSSION QUESTION 1

Do you think that Jonathan Wichmann left Maersk in a good place to scale up? Do you think his current social media strategy is sustainable?

Question 1:

MA1: to #SMAnalyticschat

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PART 2: IDENTIFYING PROBLEMS

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PART 2: Scaling Up Social Media Team

SCALING UP

Scaling Up of Social Media• What are the new SMART

objectives?• Should Maersk focus on more

targeted & more platform-specific use of SM channels?

• Has the SM engagement driven revenue creation, more traffic to website, innovation or more favorable perception of the organization?

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Specific: Reach new target audiences; leverage user content to gain insights that spur innovation

Measurable: Maximize viewership to target levels; KPI’s at 6mos, 12mos, 18mos & 24mos for increased revenue, innovation & morale

Achievable: consistent w/ resources & agency support

Relevant: Leverage SM prominence to build sustainable competitive advantage

Time-Oriented: Target void/ opportunity

PART 2: Social Media Objectives

Social Media Objectives

Bring Maersk Line closer to its customers (primary objective)

Better press coverage Gain higher employee engagement Develop more brand awareness

Initial Objectives

New SMART Objectives

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PART 2: Optimizing Platforms

OPTIMAL USE OF PLATFORMS

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PART 2: Marketing Plan Integration

Integration with Marketing• What is the role of SM strategy?• Will an integrated marketing strategy

affect Maersk Line’s unique SM approach of “approachability and personality”?

• Will integration unlock opportunities for stronger management support for SM?

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PART 2: Really Framework

REALLY FRAMEWORK Research: Continue to build firmer understanding of the target audiences and their platform-specific culture.

Engagement: Empowerment and authenticity through heavy employee and customer engagement; real people real stories.

Analytics: Understand better the drivers that helped reach prominent social media presence to date.

Listening Analysis of consumer sentiment; the context of people’s engagement with the brand

You: leverage the storytelling; show the fun and innovative side of Maersk Line; create vividness

Learning: “Social listening is important, but it is more important to listen and learn about your target audiences’ wants!”

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PART 2: SWOC Analysis

Strengths: SM Visuals, Access+ new video tech Video demand Positive metrics from 2YR SM

Experiment

SWOC AnalysisOpportunities: Executive Mgt. & SM Team work

towards common SM Goals Recruit, train and turn 25K employees

to evangelize SM Leverage SMMS with UGC contests,

Internal recognition, CEO Halo

Weaknesses: New & inexperienced SM leader Insufficient TA & content data to

establish future Targets

Challenges: Scaling SM Ops and Internal training Rebuilding TA, content and influencer

data for future forecasting Tying SM mission to Corp mission with

KPI’s at 6mos, 12mos, 18mos & 24mos

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DISCUSSION QUESTION 2

Is Maersk Line fully availing itself of the benefits of media richness: use VIDEO to create edutainment, build emotional connection, learn context and create a longer customer lifecycle journey?

Question 2:

MA2: to #SMAnalyticschat

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PART 3: RECOMMENDATIONS

#RTORespect the Ocean

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PART 3: RECOMMENDATIONS

I am a Shipping Professional

I am a Maersk Customer

I am a Prospective Customer

I am a Shipping Enthusiast

Target EngageMeasureListen

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PART 3: VIRAL CONTENT

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PART 3: RECOMMENDATIONS

Step 1: Get Clarity On The Past • Study Data on Facebook, Twitter, Instagram over 2011-13 to develop

insights about what happened that made channels successful or not. Look for specific spikes in engagement, sharing and commenting.

• Get a written copy of the proposed plan along with budget assumptions and current status

• What personas detail can you gain from Facebook and Twitter?• Have a discussion with executive management around the company

to get their view of the social media work done over the last two years. Did we achieve our goal of getting closer to our customers? What would they recommend for the future?

• Meet with the CEO to discuss his views about the past and his vision for the future and whether he will engage. Take the first step towards integration?

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PART 3: RECOMMENDATIONS

Step 2: Resources, Goals & Content• Prioritize personas, then SM channels• Engage and train staff with presentation summarizing past

insights & KPI’s.• Create UGC multi-media demand using keywords, contests, &

gamification.• Leverage internal content capabilities, cameras for more photos

and videos.• Automate where possible: Hootsuite & buzzsumo for influencer

ID’s, content, & amplification ideas• Add features: buttons, video/pix features to enhance engagement

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PART 3: RECOMMENDATIONS

Innovate With Visuals: Maersk Line wants to be seen as innovator.

• Add a GoPro to Drones tested delivering cookies.http

://www.maersk.com/en/hardware/2016/03/flown-out-by-

drone

• Test LIVE Video with Facebook or Periscope

• Introduce UGC photo & video contest

• Showcase visual effects on Instagram-time-lapse

sequences

• Add features to enhance actions: buttons, searchable

database

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GE's Audacious Approach to Content Marketing

Experimentation and innovation are in GE's DNA, so it's only natural that the digital industrial company pushes the boundaries in content marketing too.

How 122-Year-Old General Electric Is Killing It on Social Media: GE Showing The World How To Handle Social

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DISCUSSION QUESTION 3

Should Maersk follow GE’s thoughtful, integrated social media approach that is “informative, professional and fun?” Mark Schaefer, Social Media Expert

Question 3:

MA3: to #SMAnalyticschat

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Yeh, that’s me. There are more pictures of my Maersk Line boat trip.

www.facebook.com/maersk

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ADDENDUM

#SMAnalyticschat

#MaerskSocialNext

@maerskline@reallyleila

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ADDENDUM

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Are the managers

sociallyActive?

ADDENDUM

GE Is A Good Peer Case to Follow“Imagination at work!”

Corporate Vision?Does social have a

strategic role?

What is the evolving vision for

social?

Reverse engineer the success of Facebook to

understand specific catalysts

How much does GE spend on social media?

Why?

How does Maersk define social media

risks?Cultural

Resource allocation debates Risk

Aversion

Social Media is replacing some advertising.

Should the company outsource

social

Is the in-house production

unit a chance to improve

sales, training, safety

Does Maersk need a

corporate voice and a social voice?

https://youtu.be/v5q31ICQuFoGive it soul

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ADDENDUM

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ADDENDUM