The Maersk Line social media case studyKlavs ValskovManaging Partner, Agenda Strategies (former Head of Maersk Line Communication

PHOTO

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World’s largest shipping company

25,000 employees, 150 countries, 325 offices 600 container ships, 3.8 million containers

Who is Maersk Line?

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Listening phase for 2-3 years

Should be routed in the communications department

Not an add-on, but close to business

Before we got started

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The ambition in the starting block“Getting close to our customers:

Brand awareness

Customer loyalty

Employer branding

Employee retention

Customer insights

Product development

Easy-to-use and cost-efficient tools for Communication, Marketing, HR and Customer Service

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A new center has formed: Google + Facebook

Communication, not marketing i.e. dialogue, not push

Platforms with different purposes

“Free-spirited”

How to go about it?

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Corporate Website

Dynamic Content Hub

Facebook

Twitter

Photo/ Video

Forums

Outreach

Linkedin

Media Advertisi

ng

SEO

Direct Mail

Display Ads, PPC

Social Ads

Media Outreac

h

Events

Future?

Analyst Engageme

nt

Create Focused & Relevant Content

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How the campaign came to life

Russian cluster top sent out mail explaining differentiator

We contacted Russia for ”cool” pictures of the harsh Russian winter

We created a landing page with a submission form

We created a sales brochure and a campaign in Eloqua

Pictures were posted on Facebook with a linkto a landing page and a submission form page

Interested customers could download the brochureby filling in the submission form

Case: Russian ice campaign

1.236 visited the landing page

196 submitted a form 104 passed first filter 98 leads

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Maersk Line fan growth on Facebook, first year

Nov 11 Dec 11 Jan 12 Feb 12 Mar 12 Apr 12 May 12 Jun 12 Jul 12 Aug 12 Sep 12 Oct 12 Nov 12 Dec 120

100000

200000

300000

400000

500000

600000

NO. OF FANS

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Average score for ten latest FB post (in June)

Score is measured as likes + shares (x2) + comments (x4) divided by number of fans

Engagement score, July 2012

7.2Oreo

7.0Dell

6.0Red Bull

5.1*Converse

4.5Starbucks

2.2Coca-Cola

48.0**Lego

37.0Maersk Line

34.2Disney

19.1Shell

17.2Ford

10.2McDonald’s

32.9GE

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Instagram

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The Maersk Norwich whale strike

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@MaerskLine galore: news, interaction, influence

And our employees

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LinkedIn: Customers and high-end discussions

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The platforms

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Giving it its own home: Maersk Line Social

Adding depth and storytelling, ensuring high-quality engagement

Content not owned by 3rd party platforms

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Local on global via publishing tool

1st step in roll-out across the organisation

Passion in the daily work

Piloting internal social media platform at the same time

Sourcing of stories internally

Customer communication & the global organisation

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THE NEXT STEP:Unlocking the full potentialof social media

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The social media study

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Mapping the platforms

Pinterest

Instagram

Facebook

LinkedIn

Google+

Vimeo

Twitter

YouTube

Tumblr

Flickr

LEAST CORPORATE

MOSTCORPORATE

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EMPLOYEES

CUSTOMERS

FANS

EXPERTS

PinterestInstagram

Facebook (global)

LinkedIn(groups)

Google+

Vimeo

Twitter

YouTube

Tumblr

Flickr

Facebook (local)

LinkedIn(news, products)

Chatter

Chatter(customer invite)

Maersk Line Social

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PHOTOHanging out with McKinsey10 areas where it can add value

Biggest potential in enterprise collaboration

20-25% productivity improvement

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Hanging out with McKinsey1. Communication

2. Customer service

3. Sales

4. Internal usage

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Defining the platformsFacebook: All-Star Team

Twitter: News and interactions

LinkedIn: Customers collaboration

Google+: Business and leadership

Instagram: Equipment

Pinterest: Locations

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Customer Service:Listen and respondEfficiency gains (self-help forums, dynamic Q&As, etc.)

Being where the customers are

1-2-3 social service solutions

The value of not responding

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Sales: Selling sociallyWell, selling has always been social, so no news there

Gaining better understanding of customer needs

Track sentiments and interests

Interview and dialogue, not push

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Internal usage: Unlocking the full potential20-25% productivity gain for knowledge workers through getting and sharing customer/market insights quicker, team up cross divisions etc. (expertise rule)

Getting rid of the time wasted on emails and meetings

Inspire – not pray nor pressure

The compelling purpose

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Strategies / Fundamentals

LISTENING

Who is there?

INFLUENCERS

Who is important?

LANGUAGE

What and how do we say and respond?

CONTENT

What is our core narrative?

DISTRIBUTION

Where do we share what?

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