Harvesting insights from the social web at Dell

George Sadler Director – BI, Analytics, and Integration Solutions George_Sadler@Dell.com

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Conversations are happening… …whether you are listening or not

Copyright 2012 IDC

Some “Predictions” Regarding Market Intelligence of Tomorrow

1. Market Intelligence is quickly coming under the same

Transformational pressure that is sweeping through

IT marketing organizations.

2. The New Buyer is the catalyst and will create a more demanding

New Client for Market Intelligence teams.

3. Weekly or Daily intelligence demands will add to your Quarterly or

Monthly demands.

4. The best Marketing organizations will integrate their MI assets into a

single apparatus:

today’s “traditional” MI with tomorrow’s Social Marketing Intelligence.

5. Disintermediation…MI organizations who do not seize this opportunity

risk being bypassed by their internal clients.

3 Used with permission from IDC – Rich Vancil, Group Vice President – Executive Advisory Strategies

Copyright 2012 IDC

How Mature is YOUR Social Marketing Intelligence ? (IDC’s 2012 Social Marketing Maturity Model)

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People

Enthusiasts emerge

No formal Social

Marketing staff

Process

No strategy

No policies/guidelines

No executive sponsorship

Technology

No formal investment

Impact

Low impact

People

Investment in Social Marketing staff

Investment in training

Greater movement towards widespread use

Process

Corporate level executive sponsorship

Policies and guidelines are in place

Technology

IT is engaged

Investment in socialytics

Impact

Inbound Social Marketing offers intelligence on markets,

prospects, and customers; and assists in product

development

Outbound communications elevate awareness, have

increased impact, and begin to influence buyers

First Listen….

Intelligence is gathered

from listening with

socialytics (social data

analytics applications)

…then Communicate

Communication via

planned campaigns

strengthened by listening

People

Enthusiasts evolve into

evangelists

Collaboration difficult

Process

Pockets of strategy

Little or no formal

processes

Technology

Small budgets

Some automation tools

Rarely supported by IT

Impact

Initial successes help

drive adoption

People

Knowledge sharing culture

Distributed, Centers of

Excellence org structure

Continued investment in

training and staff

Process

Socialytics embedded to

support executive decisions

Social marketing is

embedded in mktg/sales

strategies

Technology

Predictive analytics in use

Continued investment in

tools

Impact

Social Marketing increases

awareness, provides value

(creating loyalty), and

drives leads

Message amplification

Social Marketing ROI is

within reach

Experimenting

Developing

Formal Listening Formal

Communicating

Optimizing

Mark

et

Impact

Social Marketing Maturity LOW

LO

W

HIGH

HIG

H

Used with permission from IDC – Rich Vancil, Group Vice President – Executive Advisory Strategies

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Leading social listening at Dell

• Currently Global Business Manager for Dell Software’s BI, Analytics, and Integration solutions

• Previously Chief Listening Officer (CLO) and Director of Social Media and Customer Insights

• 20+ years in intelligence, customer research, and large-scale data analytics spanning national defense, law enforcement, manufacturing, and technology industries.

• CLO mission: – Own Dell’s global social listening strategy – Manage Dell’s Global Insight Group – Develop innovative methods to derive customer,

competitive, and market insights from social media – Combine Social insights with other traditional

research methods to build a more holistic view of customers and markets

George Sadler Dir – BI, Analytics and Integration

Dell Software Group (DSG) Email: George_Sadler@Dell.com

6

Listen, Learn, Engage & Act

6 years ago: 4000 posts per day (English)

Today: 25,000 posts per day (English) - Listening in 11 languages 24/7 -

Listening is a full-time commitment at Dell

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Listening is applicable to all of our business

Competitors • Brand affinity • Strengths and

Weaknesses of competitors

• New products or services

• Competitor trends

Market/Industry Insights • Macroeconomics • Market prediction • Evaluation of

companies

Customers • Segment current

customers • Acquire new

customers • Improve customer

service Products • Product

improvement • Product

development

8

Tools we use…currently

Clarabridge

Whit.li

Data Processing

Visible

NodeXL

Standard BI tools (Excel, SQL, SAS)

Radian 6

Sprinklr

Appinions Vitrue

Brandwatch

Crimson Hexagon

Listening, Publishing, Engaging, and Analytics

Kred

FlipTop Experian

LexisNexis

DataSift

Data Providers

Dell Software – our analytic foundation

Toad BI Suite Self-serve BI

Kitenga analytics and visualization

SNA Quantifying Advocacy

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Analytic foundation built on Dell Software

• Enabling self-service BI and analytical collaboration

• Leveraging both structured and unstructured content for discovery, analysis and visualization

• Going beyond sentiment to quantify advocacy in ways meaningful to Dell’s business

Social Net Advocacy (SNA)

Toad BI Suite

Kitenga Analytics

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Creating new tools for measuring marketing impact and driving business outcomes • Using advanced statistical models to measure the impact of our business decisions on our brand

• Working with academia to extend these models to new Dell use cases (e.g. NPS)

• Identifying actionable intelligence on customer purchase intent

Brand Health Model

Dell Patent Pending

Lead Scoring

Sit

e v

isit

s

Re

ve

nu

e (

$M

)

Week

11

Developing new methods to conduct customer research • Answering questions without asking them and segmenting the responses in ways meaningful to us

• Listening to special communities (medium businesses, manufacturing, Fast Forwards)

• Developing comparable methodologies to traditional customer research approaches

…to do unaided research Segmenting customer conversations in social…

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Customer insights without social is only half the picture

Quantifying social signals to improve brand health statistical models

Listening to segmented “communities of interest” for insights, leads, and influencers

Passive segmentation of social signals for ethnographic and unaided customer research

Benchmarking social research against more traditional methods

How is social listening integrated with market,

competitive and customer research at Dell

Traditional research only

gives you half the picture and

social alone isn’t enough

13

Some of our first-year successes…

Identified 27 new product search terms based on how customers talk about products – Increased SEM impressions by 27%

Product use issues identified and addressed in social media earlier than other feedback channels

Embedding social media sentiment analysis into our business management system

Listening to Win8 conversations to influence our product naming, launch and GTM strategy (English, German, French, Spanish, and Chinese)

Value of a Facebook fan is…pick one!

Direct / indirect attribution

Econometric models

Simple DM comparison

14

What are we doing today?

Segmenting and understanding our fans

• Combining self-report and unprompted behavioral data

• Passive segmentation via psychographic profiling

Listening to special groups

• Filter voices to align with Dell segmentation models

• Combining insights with CRM analysis

Enhancing market research with social insights

• Using social media for root cause analysis

• Allows business analysts to better predict the future

Monitoring CE and the competition

• Aligning social insights with NPS methodologies

• Looking for emerging technology, plans, and actions

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What is a social profile?

An aggregated summary of a customer’s or potential

customer’s social activity on social networks, both inside

and outside of your company.

TechCenter

Thank you