Measuring social media impact across every channel

Google Confidential and Proprietary

Measuring social media

impact across every channel


Today’s speakers

Jessica Gilmartin Wildfire by Google

Susan Etlinger Altimeter Group


#MeasureSocial

Join the conversation

+Wildfire @wildfireapp


Today’s agenda

How do marketers approach ROI attribution? 1

Frameworks for marketing attribution 2

How you can use Google Tag Manager and Wildfire to track the impact of your social media

3


How do marketers approach ROI

attribution? 1


Do you

understand and

measure the

impact of your

social media

initiatives?

6


Methodology

Distribution of Respondent Titles

Executive (VP or C-level) 26%

Marketing management (Manager and above) 24%

Social media strategist 13%

Digital media management (Manager and above) 10%

Social media/ Community manager 9%

Research / Analytics Management (Manager and above) 3%

Brand manager 3%

Other 12%

Sample size: 1,222 respondents © 2013


What do you think social media’s greatest impact is on your

brand?

Increases engagement 83%

Allows us to deliver better customer service 40%

Provides 24/7 interaction with our customers 32%

Increases users' understanding of our brand/products 30%

Provides insightful product or market research 29%

Makes us look current with the times 7%

Increases brand loyalty 5%

Directly impacts revenue/sales 1%

© 2013


What do you think the worth of a social fan/follow to your

brand is compared to a non-fan/follower?

A social fan/follower is worth more than a non-

fan/follower

51%

A social fan/follower is worth significantly more than a

non-fan/follower

29%

A social fan/follower is worth the same as a non-

fan/follower

20%

© 2013


In which channels does your brand typically perform

marketing attribution?

Traditional media 35%

Digital media 32%

Social media 10%

None— we don’t perform marketing

attribution

23%

© 2013


Frameworks for marketing

attribution

2


Social Data Intelligence Webinar with Google

Susan Etlinger, Analyst

August 6, 2013

Industry Overview

Social media is enterprise-wide

7.8%

9.4%

10.9%

14.1%

14.8%

16.4%

16.4%

28.9%

35.2%

36.7%

39.8%

65.6%

73.4%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%

Market Research

Legal

Executive

IT

Customer/User experience

Advertising

Product development/R&D

HR

Social Media

Digital

Customer Support

Corporate Communications/PR

Marketing

"In which of the following departments are there dedicated people (can be less than one FTE) executing social?"

At least 13 different departments are

actively involved in social media

14

Companies own an overwhelming number of social media accounts

15

16

Volume

Millions of conversations

Velocity

Thousands of posts per second

Variety

Structured and

unstructured data

Social data IS big data

Source (3Vs construct) : Gartner Group

http://www.gartner.com/it-glossary/big-data/

Characteristics of Social Data

Determining Business Value

19

Measurement Framework

19

1. Strategy

• What are your business objectives?

• What insights do you need to meet them?

2. Metrics

• How will you measure success?

• Based on insights and results, what actions should you take-or not take?

3. Organization

• What resources do you require for research and analysis?

• What training is required?

• What barriers must you address and adapt to?

4. Technology

• Which tool best supports your strategy, metrics, and organization?

20

The Social Media Measurement Compass

20

A Framework for Social Analytics, Susan Etlinger, Altimeter Group, August 10, 2011

Top-Down Approaches 21

Bottom-Up Approaches 22

What determines the mix today? 23

Mapping the Customer Journey

It’s about understanding the customer’s POV

You’re going to need

some (social) data.

Image courtesy sxc.hu

26

Image by Madhava Enros used with Attribution as directed by Creative Commons

http://www.flickr.com/photos/menros/84195844/

You’re going to need a map.

Image courtesy sxc.hu

27

Awareness Stakeholder findings • Signals that convey that

someone is likely aware of your brand, service or content.

Characteristics

• Can we make a reasonable presumption that the reader has seen our post?

• What digital actions suggest that presumption to be true?

Thought Starter Questions

• Clicks

• Impressions

• Plays

• Views

Typical Metrics

28

Section 1.

Project Overview Ca

se

Exa

mp

le

Aw

are

ne

ss

Capitalizing on pop culture’s zombie

craze, the CDC creates a comic

book-like readiness guide charting

what to do incase of an outbreak.

The blog post introducing the guide

went viral, skyrocketing traffic so

high, their servers crashed.

29

Consideration Stakeholder findings

• Signals that convey that someone interested in the social post or brand.

Characteristics

• Has she taken a digital action to learn more about the post or product?

• Has she placed the post in her feed or shared the post with her network?

• Has she posted a question or opinion about it?


• Click-throughs, Views (80%)

• Pins/Repins

• Fans, Favorites, Likes, Shares, Comments, Questions

• Subscribes, Downloads, Embeds

• Bookmarks

• Add to Shopping Cart, time on site

Typical Metrics

Section 1.

Project Overview Ca

se

Exa

mp

le

Co

nsid

era

tion

The power of anecdote + metrics Social media frees SAP sales team to focus on lower-funnel activities, improving productivity and close rate. Social media has changed the point at which many sales professionals begin to engage with prospects, because it helps prospects to “self-qualify” by engaging with others in SAP communities early in their decision process.

31

Conversion Stakeholder findings

• Signals that convey that someone has purchased the product (B2C) OR is willing to be contacted by a sales representative (B2B)

Characteristics

• If B2B, has she downloaded content and shared contact information or willingness to be contacted?

• If B2C, purchase


• B2B

• Downloads, Subscribes

• B2C

• Completed Transactions

Typical Metrics

32

Section 1.

Project Overview Ca

se

Exa

mp

le

Co

nve

rsio

n

Customers scan QR codes to purchase products for same day delivery.

More than 10K consumers visited the Home Plus mall using their

smartphones. New members rose by 76% after the first implementation

and online sales increased by 130%.

Tesco unveils first

interactive digital

grocery in Seoul

subway

33

Customer Experience

Stakeholder findings • Signals that convey the quality of a

customer’s experience

Characteristics

• What can we learn about the our customers’ experience via digital channels?

• How does it vary over time? By competitor? By product?

• How does it differ from customer sat scores?


• Topic sentiment

• Volume of identified/resolved requests in social networks

• Blind spots identified and resolved

• Sentiment vs customer satisfaction or NPS

• Timeliness of response

• Review sentiment/score

Typical Metrics

34

Section 1.

Project Overview Ca

se

Exa

mp

le

Custo

mer E

xperie

nce

ATT’s community resolves service issues before they become expensive call center calls.(Courtesy: Lithium)

35

Loyalty Stakeholder findings

• Signals that convey that a customer is a loyal fan of the brand

• Alternatively, signals that convey that a customer is a detractor

Characteristics

• What signals can we detect that suggest a customer or prospect is loyal to our brand?

• How do they share, with whom, and with what sentiment?

• Do you have to be a customer to be loyal?


• All of the below, with positive sentiment, over time:

• Shares, Comments, Embeds

• Pins/Repins

• Fans, Favorites, Likes

• Subscribes, Downloads

• LTV

Typical Metrics

36

Section 1.

Project Overview Ca

se

Exa

mp

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Loyalty

In this example, IHG and Chase co-

created a Visa card from inception

to marketing with 300 members,

over a 12-month period, resulting in

30K conversation contributions. The

campaign delivered an 80%

increase in accounts over previous

campaigns, and 5K existing

customers who requested an

upgrade.

37

Advocacy Stakeholder findings

• Signals that that a person is a strong and public supporter of your brand

Characteristics

• What signals can we detect that suggest a person is a brand advocate

• Do you have to be a customer to be an advocate (or detractor)?


• Largest sources of positive sentiment (reach + reputation)

• Largest source of customer referrals

• “Social” customer value

Typical Metrics

38

Section 1.

Project Overview Ca

se

Exa

mp

le

Advocacy

Business

Service. metrics-driven, adaptive culture

Product

Short sales cycle, low(er) consideration service

Media

Paid, earned, owned

Customer

Mixed B2B/B2C; Highly social consumer and business customer

Measurement Strategy

Deeply integrated with Facebook; uses URL tracking to measure business outcomes.

“The transaction is the most sacred part of the funnel, but we’re optimizing all parts of the funnel. For example, if you look at total attendee sharing, 60% of sharing occurs after the purchase.

One in 100 people who look at an event page before purchase share it, while 1 in 10 share it after purchase. And a post-purchase share drives 20% more ticket sales than a pre-purchase share.”

− Tamara Mendelsohn, VP Marketing

39

From Measurement to Intelligence

40

A Holistic Strategy 41

Final Thoughts

1. Think from the customer in, not the organization out • Holistic view of customer drives ‘real-time’ and ‘right-time’

engagement; requires ability to see cause and effect

2. Social data is “Big Data” • Embracing volumes, variety, and velocity of social data will help

prepare organizations for other data streams to come

3. This will drive organizational change • Consider the HiPPO phenomenon and democratization of

decision-making based on data (vs. intuition)

4. Making real-time real • With existing data types and the advent of news technologies,

social data integration is real, and happening now.

42

Related Research 43


How you can use Google Tag

Manager and Wildfire to track the

impact of your social media

3


How valuable would it be to measure social media’s impact

with the same tools and systems you use to measure the

impact of your other digital marketing?

Extremely valuable

54%

Somewhat valuable

34%

Not valuable

2%

Not sure

10%

© 2013


Data offers amazing possibilities for marketers

• Analytics

• Attribution modeling

• Conversion tracking

• Remarketing

• And more…

Website “tags” enable these marketing technologies


What we’ve heard from our customers about tagging

“I don’t like adding new tags to my site because I don’t know if the tag

will break my site.”

“I hate having to retag my site every time there’s a new

marketing tool.”

“Trying to get IT to prioritize my marketing tags takes 9 months.”

“Tags slow down my page!”


Different tags are needed on different pages

With Google Tag Manager, many tags can be managed together—

including both Google and non-Google tags


Marketing Agility

Dependable Data

Quick and Easy

• Launch new tags with just a few clicks

• Easy-to-use error checking and speedy

tag loading

• Designed to let marketers add or change tags

whenever they want


51

Insert tags in Google Tag Manager and view results

Tags inserted into GTM can be viewed in Google Analytics,

DoubleClick, or other 3rd party providers


[Demo]


Customer Benefits

53

See revenues from social

Make the most of your ad dollars

View the full customer journey

Save time and money


Join us August 21

Register at google.com/+wildfire

Live Q&A with the Experts:

Measuring Social Media ROI

Wednesday, August 21

10 am PT / 1 pm ET


Thank you

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