IPA Eff Fest - #IPASocialWorks

#IPASocialWorks15th October 2013

#IPASocialWorks


The Problem

Clients and agenciesneed to find robust waysto prove the business valueof Social.


Where we’re aiming for

Add to the “Treasure house of learning”

RobustMethodologie

s to using social and

measuring its impact

A detailed guide to the

various research

techniques – a “how to”

To provide definitive guidanceas to the roles that social media can play &how to measure its effectiveness and ROI


A collaborative approach


Stephen Maher, MBA

James Devon, MBA

Chris MacLeod, TFL

Lucy Whitehead, TFL

Christopher Wellbelove, BT

Fran Cassidy, Cassidy Media

Pship

Janet Hull, IPA

Nigel Gwilliam, IPA

Simeon Duckworth, Mindshare

Jed Hallam, Mindshare

The Steering Group

Mark Earls, Herdmeister

Pete Markey, RSA

Keith Gulliver, RSA

Bruce Daisley, Twitter

Jake Steadman, Twitter

Jane Frost, MRS

Chris Walsh, MRS

Gemma Greaves, The Marketing Society

Sarah Woolley, The Marketing Society

Prof. Paddy Barwise, London Business

School


Hypotheses based on key ways in which

social is being used by marketers.

Not exhaustive, but a starting point

Provided the basis for who to talk to

with the next stage…

The process so far

Development of hypotheses


The process so far


Desk research / Outreach

> 100 casesexplored

c. 20 depthcase interviews

Exploration withmeasurementexperts e.g. Peter Field

Reviewed c. 40 existing reports


Simeon Duckworth, Mindshare

Jed Hallam, Mindshare

Janet Hull, IPA

Mark Earls, Herdmeister

Fran Cassidy, Cassidy Media

Partnership

The process so far



Peer Reviewby

effectiveness experts

James Devon, MBA

Paul Edwards, Hall & Partners

Alex Batchelor, Brainjuicer

Russell Morris, Amazon LOVEFiLM,

Jeremy Martin, Camall Research

Graham Drew, VCCP Share


The process so far



Peer Reviewby

effectiveness experts

Today


What we’ve found so far.1. Overall observations2. Hypotheses framework3. Example cases & towards robust

methodologies(Visit Iceland, Fridge Raiders, TFL, O2, BT)


.V.

Find a way to measurenot just count

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=xgXUHgKdc4piDM&tbnid=Gxs0wVlKpxrQiM:&ved=0CAUQjRw&url=http://www.wilko.com/bin/venda?ex=co_wizr-locayta&template=wz_locayta&pageno=1&perpage=10&collate=price:pdxttype:pdxtcolourn:pdxtbrandn:pdxtsizen:pdxtpowern:pdxtcapacityn&refine_sort_alph=&fieldrtype=type&termtextrtype=invt&typertype=exact&typekeywordsearch=keyword&termtextkeywordsearch=measuring+jug&ei=1lxTUsi3NfON0wXqtoDgBQ&bvm=bv.53537100,d.d2k&psig=AFQjCNGtvIPQF6zbYDmYx2ZylklwDGZp1w&ust=1381281348815856

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=3oxOE7KMOwEYEM&tbnid=LqujbC0GbcXMBM:&ved=0CAUQjRw&url=http://www.coinweek.com/coin-collecting-strategies-2/collecting-strategies-go-beyond-the-numbers/&ei=2kBVUtHDNbCQ0QXUpoCgAg&bvm=bv.53760139,d.d2k&psig=AFQjCNHtSLpnOevESS--3enwHEJfrwzyBw&ust=1381405223624346


Success comes fromintegrating social

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=lbtB8ftqUzB9EM&tbnid=38jVBfVjmr9kEM:&ved=0CAUQjRw&url=http://www.writeonnewjersey.com/2010/01/isolationism-the-ism-for-me/&ei=_11VUo7-NeLK0QWD_ICgDg&bvm=bv.53760139,d.d2k&psig=AFQjCNH8X55EBUTib7kf1xWQAvAcZ2RclA&ust=1381412644543361


Apply rigour from ‘traditional’advertising and direct

measurement

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=CenqFBpaWXWh0M&tbnid=U72REyFJND7W2M:&ved=0CAUQjRw&url=http://www.pbresults.co.uk/marketing_analysis.htm&ei=uuFVUonODMST0QWIgYGwDg&bvm=bv.53760139,d.d2k&psig=AFQjCNHKNn34xOPniLjwIQbbYCK66QGz1g&ust=1381446436432828


Exploit the richnessof data available to you


Ensure that you unpickcausation from correlation

#IPASocialWorks15th October 2013 Source : Peter Field and Les Binet

Marketing in the era of accountability

Loyalty Penetration0

10

20

30

40

50

60

70

SalesMarket ShareProfit

% reportingvery large effects

It shouldn’t just be about existing fans


Social strategies can make organisations more customer

centric


1. Find a way to measure not just count2. Success comes from integrating social3. Apply rigour from ‘traditional’ advertising and direct

measurement4. Exploit the richness of data available to you5. Ensure that you unpick causation from correlation6. It shouldn’t just be about existing fans7. Social strategies can make organisations more customer

centric

Seven key points


HypothesesCommon Objectives Definition / Hypothesis Examples Potential Metrics

a Build relationships with people By talking to people directly and regularly we can develop more genuine / human / real relationships.

Multiple, Heinz, Marmite?, Lynx Rise, O2 (TOV of Twitter)

TNS type surveys, correlation to sales over time, behaviour before and after 'liking', when and where fan joined from, messaging controls, matching to a transactional database. Vol and val of new customers (acquisition). Increased value of existing customers

b Social CommerceSelling products & services through social interfaces is less effective than embedding social aspects into existing sales platforms

Dell, Asos, German Wings, Amex (Twitter, Foursquare, Sync), Eventbrite

Units sold, profit, ROI, traffic & conversion vs. standard website & other channels, average basket size etc. Repeat business volume & value

c Improvement through listening (esp. real time)By listening to what's going on there's an opportunity to change things for the better e.g. product, customer service, spotting problems much quicker than previously possible.

Multiple, Dell, Barclays Cost of change vs. increased margin / revenue, cost saving from changing sooner due to lower latency of information,

d Social products By making your product or buying process social, you can make an enhanced and preferable customer experience.

Ticketmaster, Asos, KLM, Heinz, Marmite?, Orange, Air BnB, giffgaff, spotify, uniqlo

Greater customer satisfaction ratings, NPS, increased basket size, increased repeat purchase

e Telling a deeper, richer story / experience (brand build) Social provides the opportunity to tell a much deeper and richer story than traditional media Red Bull, Nike, Coke Pre & post perception / behavioural research. Sales change YOY or pre, during

& post.

f Social Diffusion (earned / WOM) Social can act as an amplifier (scale & speed) to normal conversation about what brands do Amex? Coke? Asos, Doc Martins Media metrics of reach etc. Sales change in period YOY or pre, during & post,

speed with which people reached

g Social influence By seeing what your friends like or buy (popularity) and what 'experts' like and buy (advocacy), I'm more likely to buy

Asos, Levis, Lovefilm/Netflix, Adidas connecting people to experts, Bare Escentuals

Increase in conversion from traffic that has the social experience (short & long term)

h Customer service By using social channels you can serve more customers, more quickly and satisfy them more completely

BT, SW Trains, O2 during outage, Virgin Atlantic ash cloud, Oyster & tube line Twitter, Giff gaff

Customer retention rates, cost to solve service issue vs. telephone / email. Efficiency of customer service staff measures. Sentiment measures

i Internal Process / Culture By making working processes more open and collaborative businesses can better serve its customers Yammer case studies?, Virgin America Cost reduction, profit per head, quality of output (?)


HypothesesCommon Objectives Definition / Hypothesis Examples Potential Metrics

a Build relationships with people By talking to people directly and regularly we can develop more genuine / human / real relationships.

Multiple, Heinz, Marmite?, Lynx Rise, O2 (TOV of Twitter)

TNS type surveys, correlation to sales over time, behaviour before and after 'liking', when and where fan joined from, messaging controls, matching to a transactional database. Vol and val of new customers (acquisition). Increased value of existing customers

b Social CommerceSelling products & services through social interfaces is less effective than embedding social aspects into existing sales platforms

Dell, Asos, German Wings, Amex (Twitter, Foursquare, Sync), Eventbrite

Units sold, profit, ROI, traffic & conversion vs. standard website & other channels, average basket size etc. Repeat business volume & value

c Improvement through listening (esp. real time)By listening to what's going on there's an opportunity to change things for the better e.g. product, customer service, spotting problems much quicker than previously possible.

Multiple, Dell, Barclays Cost of change vs. increased margin / revenue, cost saving from changing sooner due to lower latency of information,

d Social products By making your product or buying process social, you can make an enhanced and preferable customer experience.

Ticketmaster, Asos, KLM, Heinz, Marmite?, Orange, Air BnB, giffgaff, spotify, uniqlo

Greater customer satisfaction ratings, NPS, increased basket size, increased repeat purchase

e Telling a deeper, richer story / experience (brand build) Social provides the opportunity to tell a much deeper and richer story than traditional media Red Bull, Nike, Coke Pre & post perception / behavioural research. Sales change YOY or pre, during

& post.

f Social Diffusion (earned / WOM) Social can act as an amplifier (scale & speed) to normal conversation about what brands do Amex? Coke? Asos, Doc Martins Media metrics of reach etc. Sales change in period YOY or pre, during & post,

speed with which people reached

g Social influence By seeing what your friends like or buy (popularity) and what 'experts' like and buy (advocacy), I'm more likely to buy

Asos, Levis, Lovefilm/Netflix, Adidas connecting people to experts, Bare Escentuals

Increase in conversion from traffic that has the social experience (short & long term)

h Customer service By using social channels you can serve more customers, more quickly and satisfy them more completely

BT, SW Trains, O2 during outage, Virgin Atlantic ash cloud, Oyster & tube line Twitter, Giff gaff

Customer retention rates, cost to solve service issue vs. telephone / email. Efficiency of customer service staff measures. Sentiment measures

i Internal Process / Culture By making working processes more open and collaborative businesses can better serve its customers Yammer case studies?, Virgin America Cost reduction, profit per head, quality of output (?)

Marketing Comms

Customer Service

Customer Insight


Marketing Comms

Customer Service

Customer Insight

http://www.google.co.uk/url?sa=i&source=images&cd=&cad=rja&docid=o5gNllP9BT75zM&tbnid=WZ7h7Lt0Uu1Q6M:&ved=0CAgQjRwwAA&url=http://hotline.ccsinsight.com/article/O2_UK_launches_a_Fair_Deal_initiative_designed_to_keep_customers_loyal&ei=jyVTUpmCFLHL0AWo3IGoDw&psig=AFQjCNGPMkeH9qJFYUCuwwj0IFD_l3ST-g&ust=1381267215374076

http://www.google.co.uk/url?sa=i&source=images&cd=&cad=rja&docid=CS7UTNNETPFD1M&tbnid=RO_caeCCkLDptM:&ved=0CAgQjRwwAA&url=http://www.getcaerphillyonline.org.uk/bt-wales-apprenticeship-recruitment/&ei=qSVTUq20MKiR0QXcv4CgBw&psig=AFQjCNG42TmD3nI1e5WjiGzBdnlrlETweQ&ust=1381267241879925

http://www.google.co.uk/url?sa=i&source=images&cd=&cad=rja&docid=VjhPirNkGTCy5M&tbnid=W5Bh2oK0_s9HMM:&ved=0CAgQjRwwAA&url=https://about.yammer.com/yammer-blog/how-tfl-used-yammer-during-london-2012-olympics/&ei=zCVTUqzdFMiG0AXcxYHoCw&psig=AFQjCNGHJ4DiTw0jkELu53WPBlJA-nS_vQ&ust=1381267276425165

http://www.google.co.uk/url?sa=i&source=images&cd=&cad=rja&docid=Kpf0hZ3HpFDmhM&tbnid=0NlK3nnnlm10jM:&ved=0CAgQjRwwAA&url=http://www.mattessons.co.uk/?page_id=212&ei=LE5TUvmFEcH40gXP_4GQBw&psig=AFQjCNHYo8TBA2TvkTXxSpxFqZIkNU_Oug&ust=1381277612321601


Visit Iceland


What was the issue?

http://www.google.co.uk/url?sa=i&source=images&cd=&cad=rja&docid=1NjvRjAE1R7fhM&tbnid=py0gx6Dw1pXwjM:&ved=0CAgQjRwwAA&url=http://www.boston.com/bigpicture/2010/04/more_from_eyjafjallajokull.html&ei=nOU6UtSEEPOO7AbF44G4AQ&psig=AFQjCNH9koXDOdLualuz0iS6R5wA6Ri4FA&ust=1379677980326218


Tourists

Visit the country

Persuade tourists to

visit

Broadcast People as media

Share your story

Inspire participation

Fans

Role for comms

Main message

Lead channel

Role for comms

Main message

Lead channel

Conventional Communications

The Social Participation Model


1. 1. Unify and galvanise Icelanders to participate.

2. Provide Icelanders and previous visitors with the social tools to share their inspiring stories.

3. Increase momentum of the campaign by publicly rewarding those who had contributed.

Role for Social – 3 stages


Show VideoIceland_Be_Inspired_Film_Edit_04 (1).wmv


Icelandic Visitor Numbers for Key marketsKey Markets 2010 Predicted

(000s)2010 Actual(000s)

Predicted v Actual% Difference

UK 46 60 +31%

Denmark 31 38 +25%

Germany 41 54 +33%

USA 37 51 +40%

Canada 11 14 +25%

France 24 29 +23%

Source : Icelandic Government


1. Attitudes and behaviours changed.Budget was £2.24m. An extra £165m delivered to the Icelandic economy with a ROMI of 61:1.

Measurement of footfall through the airport combined with average historical spend per person.

Reframed tourism advertising into an issue that galvanised the citizens of Iceland into action.

ResultsWhat

Why

How


Kerry Foods :

MattessonsFridge Raiders



— Sales in decline

— No usage occasion

— When do kids need a filling snack?

What was the issue ?

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=MGwG3XLiVRIQQM&tbnid=M8AZa4RPmNA3NM:&ved=0CAUQjRw&url=http://www.jkrglobal.com/our-work&ei=J09TUqm1E-LA0QX344DwBw&bvm=bv.53537100,d.d2k&psig=AFQjCNHSc5xVQr3szEFucThNpnYF4ocdVw&ust=1381275984039815

https://www.google.co.uk/imgres?imgurl&imgrefurl=http://mindcorp.co.uk/tweetfeed/?p=10464&h=0&w=0&sz=1&tbnid=Ncj9PFzJt5AirM&tbnh=204&tbnw=247&zoom=1&docid=0xWhk2qBp-O-5M&hl=en&ei=Tk9TUs3KCamH0AXZxIHQBw&ved=0CAEQsCU


The Idea61% of teens play computer

games after school2/3 eat whilst they play

But that’s tricky! Fridge raiders:The snack for gamers

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=JeVBdMpTWL33fM&tbnid=Vx20QyBZ37odvM:&ved=&url=http://www.yuhonginflatables.com/blog/2013/07/&ei=VTpTUpSqOO2S0AXHz4DACw&psig=AFQjCNHAZkA7zLhMHKIw5LV0fomHvV9Fvg&ust=1381272260726941


Role for Social• “An open source project to co create the

ultimate hands free snacking peripheral for gamers...”

• Recruitment of an online gaming celebrity – Tom Cassell, or ‘Syndicate Project’ as he’s known online.

• 3m subscribers on YouTube, 398k Facebook fans and 569k Twitter followers, = endorsement + media channel

• Budget £500K+

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=JeVBdMpTWL33fM&tbnid=Vx20QyBZ37odvM:&ved=&url=http://www.yuhonginflatables.com/blog/2013/07/&ei=VTpTUpSqOO2S0AXHz4DACw&psig=AFQjCNHAZkA7zLhMHKIw5LV0fomHvV9Fvg&ust=1381272260726941

http://www.google.co.uk/url?sa=i&source=images&cd=&cad=rja&docid=ryNZKMu_GSEllM&tbnid=_31m3rSlWjt2PM:&ved=0CAgQjRwwAA&url=http://www.mirror.co.uk/news/technology-science/the-syndicate-project-teenager-quits-school-773613&ei=tU9TUry6PKeM0AWJ_4HYAw&psig=AFQjCNFrSqXZ5lX_XUOXwW1dQb6L8Y-Lxg&ust=1381278006041652

https://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=HkX2ocX2KjEGIM&tbnid=d02AwtReF241vM:&ved=0CAUQjRw&url=https://twitter.com/SyndicateFans70&ei=_U9TUqenO6au0wXMxoC4BA&bvm=bv.53537100,d.d2k&psig=AFQjCNH4kjWdexImIFP_I9QQYdXMJnCmdA&ust=1381278072027767


Show VideoFridge_raiders.wmv


1.

Budget - £500K. 0-127K Fans within 12 weeks / 3m views on You Tube. Base sales increased by 20%. ROI of £2.44:£1 measured over a short term 1 year time frame. Best campaign ROI ever measured for the brand.Market Mix Models built to isolate effect of seasonality, promotions, historical TV campaigns, Distribution changes, competitor activity, and social media campaign. Social Media numbers used in the model were -Facebook likes; Twitter followers; Tweets, retweets, Youtube views

Engaged valuable audience for the brand and createdrich and relevant experiences for its customer base on a subject they are passionate about.

Results

What

Why

How


Marketing Comms

Customer Service

Customer Insight

http://www.google.co.uk/url?sa=i&source=images&cd=&cad=rja&docid=o5gNllP9BT75zM&tbnid=WZ7h7Lt0Uu1Q6M:&ved=0CAgQjRwwAA&url=http://hotline.ccsinsight.com/article/O2_UK_launches_a_Fair_Deal_initiative_designed_to_keep_customers_loyal&ei=jyVTUpmCFLHL0AWo3IGoDw&psig=AFQjCNGPMkeH9qJFYUCuwwj0IFD_l3ST-g&ust=1381267215374076

http://www.google.co.uk/url?sa=i&source=images&cd=&cad=rja&docid=CS7UTNNETPFD1M&tbnid=RO_caeCCkLDptM:&ved=0CAgQjRwwAA&url=http://www.getcaerphillyonline.org.uk/bt-wales-apprenticeship-recruitment/&ei=qSVTUq20MKiR0QXcv4CgBw&psig=AFQjCNG42TmD3nI1e5WjiGzBdnlrlETweQ&ust=1381267241879925

http://www.google.co.uk/url?sa=i&source=images&cd=&cad=rja&docid=VjhPirNkGTCy5M&tbnid=W5Bh2oK0_s9HMM:&ved=0CAgQjRwwAA&url=https://about.yammer.com/yammer-blog/how-tfl-used-yammer-during-london-2012-olympics/&ei=zCVTUqzdFMiG0AXcxYHoCw&psig=AFQjCNGHJ4DiTw0jkELu53WPBlJA-nS_vQ&ust=1381267276425165


Oyster on SocialChris MacLeod, Marketing Director

Transport for London

October 15, 2013

Objectives• Why Social ?

– Human element– When and where customers want to engage– Fast and efficient, cost saving potential

• Customer appetite, especially for Oyster

• Customer insight and feedback

• Addresses corporate objectives:– Real time info– Easy to do business with– TfL cares, what we stand for

Current status

• TfL has 24 Twitter feeds, 2 Facebook pages

• 637,400 followers on Twitter– 430,000 of these are following real-time

information

• 190,000 fans on Facebook

• These can all be seen as permissions to interact and engage with the customer

How we manage it• Twitter flexibly delivered across TfL

– Oyster via Customer Contact Centre

• 24/7 hours of operation, team of 10 in 3 shifts

• Number of mentions / queries each day is on the increase

• Response times on average 2 – 3 minutes

• Executive version of Hootsuite

Customer Service Satisfaction• How we measure it for the different channels

– Twitter – online survey to followers– Phone – mystery shopping– Email / Letter – mystery shopping

• How we measure the effectiveness – Time – Cost– Satisfaction – Impact on reputation

Customer Research• 74% Satisfaction with real-time information feeds

(Tube, bus and traffic)

• A strong result, given feeds often passing on ‘bad news’

• Satisfaction with Oyster feed was 71% (September 2013)- similar to total for real-time information feeds

• Effect on TfL’s reputation also largely positive and in line with the pattern for satisfaction scores

1

Examples of Satisfied Customers

1

Examples of Satisfied Customers

610 – Retweets

238 – Favourites

152 - Responses

Channel Number of contactsPer day (average)

Time to service (average)

Cost of service Ratio (1 is Twitter baseline of 1 min)

Customer satisfaction Score ?

Email 197 15 mins 1:15 77.1%

Letters 41 15 mins 1:15 77.1%

Telephone calls 2562 7 minutes 1:7 92.4%

Twitter 45 1 minute 1 74 (score out of 100)

Facebook 5 2 minutes 1:2 Unknown

Campaign on our network to promote feed

Facebook and YouTube also used to educate Oyster customers

www.tfl.gov.uk

@tfloyster@tflofficial

http://www.tfl.gov.uk/

Kristian Lorenzon@krislorenzonHead of Social Media

Measuring the Intangible

Almost two-thirds of big businesses have at least one full-time employee dedicated to using social media, but only 10% are reporting benefits to the business resulting from the investments_

Tata Consultancy Services, 2013

56Social MediaTelefónica UK

16-24 25-34 35-44 45-54 55-64 65+0%

20%

40%

60%

80%

100%2008 2010 Spring 2012 2013(f) 2016(f) 2020(f)

“If a friend or family member recommends a product or service to me, I am much

more likely to buy it”

58% agree

of consumers across 56 different countries said they trusted word-of-mouth

recommendation from their friends and family above all other forms of

communication. That’s up 17% since 2007.

92%

There is only one way this trend is going. As consumers increasingly prefer social communication channels, brands need to respond


Role of social media at O2

Social media are interactions between people happening across a number of media, in person or online, that enable us as a business to:

• Support commercial objectives through campaigns, initiatives, customer

engagement and actionable insights

• Manage our reputation and influence how we are perceived externally

• Service our customers in the digital world

We facilitate social media from a ‘centre of excellence’ organising how social strategy, governance, initiatives and technologies are deployed throughout the business


Social media measurement

Exposure

Engagement

Influence

Impact

Advocacy

Impressions, Visits, Mentions, Followers

Interactions, Share of Voice, Sentiment

Message Association, Brand Association, Clicks, Comment, Change in Sentiment

Referrals to sites, Conversion, Cost Savings, Leads, CSI, Favourability

Reviews & Ratings, Advocates

Campaign, channel & business metrics


26

24

15

26

Use in future

Attractiveness

Are different to other brands

Are brands that are being talked about

TotalThose interacted

at all vs. not

-/+

TwitterThose interacted

at all vs. not

-/+

Blog/ForumThose interacted

at all vs. not-/+

NewsThose interacted

at all vs. not-/+

YouTubeThose interacted

at all vs. not-/+

FacebookThose interacted

at allvs. not

-/+

35

29

28

26

34

32

27

35

26

21

12

24

25

30

25

42

28

35

20

32

Those Interacted (953)Those not (7446)Base Jun – Dec 2012: Those Interacted (179)

Those not (8220)Those Interacted (181)




Those not (8025)

The same goes for our brand. Social media is driving better customer experience and this translates into a stronger brand


This helps inform our content strategy

Be more dogcampaign measurement


Campaign overview

Be More Dog

Send Dog Vid Recreate Film

Dom Joly


Metrics

• Associate O2 with cool new experiencesMessage Association

• Likelihood to join O2Intent

• How favourable is your view of O2Favourability

• Innovative and forward thinkingAttribute Rating


Message Association (O2)

Attribute Rating (Top 2 Box)

Favourability (Top 2 Box)

Intent (Top 2 Box)

34%39% 40%

26%

74%

60%

73%64%

Exposed, Non-Follower Exposed, Follower (incl. OQ)

Not Sig90% Sig

O2 Promoted Tweets resonated more with @O2 followers compared to non-followers

+40 +21 +38+33

Brand metrics: value of a follower


Exposure to campaign

1 Exp 2+ Exp

39%

42%

Top 2 Box

1 Exp 2+ Exp

35%

42%

O2

MESSAGE ASSOCIATION

1 Exp 2+ Exp

41%

46%

Top 2 Box

1 Exp 2+ Exp

27%

30%

Top 2 Box

ATTRIBUTE RATING FAVOURABILITY INTENT

+7

All metrics had directional lifts the more exposed to campaign an individual was


Brand metrics: by creative engagement

Send Dog Vid Be More Dog Dom Joly Send Dog Vid Be More Dog Dom Joly

32% 33%39%

36%39%

41%40%38%

31%

40% 41% 40%

Non Engager Engager (incl. OQ)

Not Sig90% Sig

+5+8 -8 +4 +2 -1

MESSAGE ASSOCIATION (O2) ATTRIBUTE RATING (TOP 2 BOX)

Results help us inform our content strategy


Brand metrics: by creative engagement (2)

Send Dog Vid Be More Dog Dom Joly Send Dog Vid Be More Dog Dom Joly

37%40%

43%

23%27% 29%

38%41% 39%

24%

31%

21%

Non Engager Engager (incl. OQ)

Not Sig90% Sig

+1 +1 +1-4 +4 -8

FAVORABILITY (TOP 2 BOX) INTENT (TOP 2 BOX)


Summary

• We measure social media at three levels: campaign, channel & business.

• Investigate the impact of social on KPIs beyond campaign engagement but don’t limit yourself to the numbers. Social media insight is a qualitative skill so think beyond KPIs. You don’t drive action from a dashboard.

• Think carefully about where social sits in your organisation. The best place for deriving insight might not be in the same place as great customer service.

• As social becomes ubiquitous in customers’ worlds, so too must it pervade consumer insight. A joined up story is more effective at driving measurable action than a siloed one.

How Social Works for BTIPA Eff Fest October 2013

@J0H0ward

PrintPosted 24 September 2012 10:57am by David Moth with 0 comments • 93

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New research from Econsultancy and Adobe found that two-thirds of businesses (67%) agree that social media is integral to their marketing

mix, while 66% say social is integral to their overall business strategy.The survey of 650 marketing professionals also found that 64% of businesses use social for brand awareness, 44% for marketing campaigns and a quarter (25%) for customer service.The Quarterly Digital Intelligence Briefing: Managing and Measuring Social examines the trends for managing and measuring the business value of social media and provides a snapshot of social media uses, challenges and needs from companies today.Econsultancy research director Linus Gregoriadis will present the research at a free webinar on Tuesday 25 September at 8am PST/4pm BST.This infographic includes some of the other interesting findings from the research...1)

* Adobe research, 2012

http://econsultancy.com/uk/blog/authors/david-moth

http://econsultancy.com/uk/blog/10752-67-of-businesses-say-social-is-integral-to-their-marketing-mix-infographic

http://www.adobe.com/uk/solutions/digital-marketing.html

http://econsultancy.com/uk/reports/quarterly-digital-intelligence-briefing-managing-and-measuring-social

http://www.adobeeventsonline.com/SocialMarketing/Webinars/BusinessValue/registration.php?source=014

Improve Service

Build Loyalty and Advocacy

Create brand warmth

Acquire customers

‘Easy’ score Cost avoidance Community Health

Churn propensity Followers / fans Engagement & amplification

Positive mentions Sentiment

Reach Conversion

What is BT using Social Media for?

For Service (making it Easy…)

Social

Chat

letters

Online self-serve

Voiceemail Voice auto


40% difference in churn: ‘easy’ vs ‘difficult’

Surv

ival

Rat

e

Days post interaction

5 positive mentions…

reached

3,931 people

For publicity money can’t buy…

For transparency…RichieJones Now that is transparency!! RT: @BTCare: Service restoration underway but may take some time.

CallMeKallam @MangaUK The exchange is in Gerrard Street, but I believe that caters for the West End. Follow @BTCare for info, they're good chaps.

Vandalism…Flood…

Fire…

http://twitter.com/RichieJones

http://twitter.com/BTCare

http://twitter.com/CallMeKallam

http://twitter.com/MangaUK

http://twitter.com/BTCare

For crisis management…Major pressure on 999 tonight, please call in absolute emergency only

#LondonriotsTweet Reach: 311,896 people via 358 retweets

Wait time on 999: 41 seconds

to 0 seconds

For cost reduction…

Unique customers x Resolution

(%)Handling

cost (voice)x Cost Avoided=

Social media team cost

minus

= Net Cost Saving

£2m annual saving

Improve Service

Build Loyalty and Advocacy

Create brand warmth

Acquire customers

‘Easy’ score Cost avoidance Community Health

Churn propensity Followers / fans Engagement & amplification

Positive mentions Sentiment

Reach Conversion

Our Social Media objectives and key measures

THANK YOU

@J0H0ward


Conclusions


Marketing Comms

Customer Service

Customer Insight

Requires the same rigour & techniques

and approach as ‘traditional’

A “metric of metrics”, known to relate to business

success,that enables the platform to be

comparable with others


What’s next?




RobustMethodologie




various research






RobustMethodologie





various research


Commissioning a guide to the research methodologies in conjunction with MRS.

A “How to”What’s out there?Strengths and Weaknesses.Planning ahead.



various research





RobustMethodologie



Two are looking promising

We need to find & develop more

Focus on Customer Insight


Marketing Comms

Customer Service

Customer Insight

Requires the same rigour& techniques and

approach as ‘traditional’

A “metric of metrics”, known to relate to business success,that enables the platform to be

comparable with others


RobustMethodologie




various research




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Panel Discussion


Stephen MaherMBA

Fran CassidyCassidy Media Partnership

Joanna HowardBT

Chris MacLeodTFL

The Panel

Kristian LorenzonO2

Paddy BarwiseLondon Business School

Mark EarlsHerdmeister


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