Social Media Applied
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Transcript of Social Media Applied
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
“Social Media applied… … I mean seriously!”
Laurens SpigtHead of Customer IntelligenceSAS Institute
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
2m Tweets0 Silo slides20m pieces of content posted online3 SMA implementation examples 750K hrs video loaded to YouTube6 take away messages 50m videos seen on YouTube1 non relevant slide100m using Facebook40K photos uploaded to Flickr1 super trooper Maturity model20K blogs posted
During the next 40 minutes …
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
EMPOWERED CONSUMERS:Proliferation of Digital Channels
EXPLOSION OF DATA:Big Data vs. Right Data
EVOLVING MARKETING ROLE:Dual Mindset
analytical creative
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6Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
EMPOWRED CONSUMERS
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7Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
SCREEN CULTURE
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8Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
POINT AND KNOW
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9Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
CASH-LESS
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10Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
EXPLOSION OF DATA
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11Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
DATA STORAGE BY INDUSTRY
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12Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
DATA STORAGE BY REGION
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13Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
EVOLVING MKT ROLE
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14Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
CMO Realities
Challenges
Tougher to sell
Selecting & connecting with right customers
Brand differentiation
Marketing performance
Technology woes
To-Dos
Drive growth
Redefine customer XP
Lead innovation
Marketing accountability
Change-Collaboration agent
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15Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Analytic Performance Capability
Savvy, more demanding consumers
Mobile, social influences
New technologies
Extracting value from data
Source: CMO Council 2011
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Technology Trigger
Peak ofInflated Expectations
Trough of Disillusionment Slope of Enlightenment Plateau of
Productivity
time
expectations
Years to mainstream adoption:
less than 2 years 2 to 5 years 5 to 10 years more than 10 yearsobsoletebefore plateau
As of September 2011
This chart is a composite, derived from Gartner published Hype Cycles. The particular combination and comparison of items made here has not been reviewed by Gartner.
CRM Analytics
Customer Relationship Management
Customer-Centric Web Strategies
Email Marketing
Integrated Marketing Management
Social Analytics
Social Media
Social Network Analysis
Text Analytics
Web Analytics
Web Experience Analytics
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Business ApplicationsIdentify Emerging Brand
Threats and Opportunities
BR
AN
D &
AD
VE
RT
ISIN
G
SE
RV
ICE
Concept Test to Online Communities
Retool Online Ad Placements to Capitalize on Key Audiences
Identify Positive Influencers and Capitalize on Advocacy
Understand Response to Competitive Positioning and Ads
Proactively Identify and Address Escalating Consumer Issues
Identify Key Service Moments of Truth and Differentiators
Leverage Key Online Communities to Influence Opinion about your
Products & Services
Proactively Prepare Call Centre and Web Scripts for Escalating
Consumer Issues
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Business ApplicationsP
R
RE
SE
AR
CH
Identify Escalating PR Issues and Proactively Address
Them
Get Quick Reads on Public Opinion
Isolate Key Influencers Online Affecting Your Brand Health to
Focus PR Efforts
Validate the Significance of PR Issues by Looking at Social
Response
New Product Concept Testing and Feedback
Identify emerging or unmet market needs
Competitive Intelligence and Market Reaction to Product
Launches and Market Changes
A real-time research portal for your business
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Social Media Maturity Model
Degree of IntelligenceDegree of Intelligence
Com
petit
ive
Adv
anta
geC
ompe
titiv
e A
dvan
tage
Basic Listening
What are people saying about us? About our competition?
Attributed Listening
What are people saying about our customer service? …our product quality? … our prices? …our selection?
Historic Analysis
How do today’s online mentions compare to previous period? … same period 2 years ago?
Based on trends, where are conversations going? How can our plan optimize impact on traffic, sales?
Who are the right influencers?
Planning & Engagement
Social Scorecard
What ROI are we getting on digital campaigns? Have we lowered risk?
Are we achieving financial and brand-related goals?
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Application 1: Pharma Company
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Application 1: Pharma Company
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Application 1: Pharma Company
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Application 1: Pharma Company
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Application 1: Pharma Company
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
We need to be timely and proactively aware of the reactions and opinions expressed by the general public as it relates to the Federal Reserve and its actions on a variety of subjects
Federal Reserve Bank of New York
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
We need to track purposeful or deceptive messaging and misinformation and to pursue counter messaging of detected adversary influence operations
Pentagon
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
We need mining news for emerging trends UN
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
We need to better understand the experience of unemployed UN
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31Copyright © 2010 SAS Institute Inc. All rights reserved.
We need and early warning systems to prevent social unrests UK Police
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Application 2: Fed Gov
Social Listening Data Specific to Unemployment is Pulled, Filtered, Cleansed, Quantified and Bucketed by Time
Text Analytics Uncovers Key Themes which Translate to Coping Strategies
Content Categorization and Text Analytic Model Scoring Assign Metrics to Mood State Dimensions
Data Enriched to Contain Macroeconomic and Unemployment Metrics
Longitudinal Analytic Model Algorithms Detect Leading and Lagging Indicators of Unemployment Shocks
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Lead / Lag Relationship AnalysisFilter Category: Public Transportation
Spikes at negative lags which exceed the gray area are evidence that Unemployment Shock is driving an associated coping strategy or macroeconomic event. In this example we can see that shocks in US unemployment are followed 4 – 6 months later by increases in social listening chatter expressing greater uncertainty around Public Transportation usage.
Lag -4
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Lagging Indicators of Unemployment Shocks - Cross-Correlation Analysis
Spikes at negative lags are evidence that document counts filtered by transportation repo are lagging indictors for changes in unemployment.
Lag -3
3 Month Lags
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Application 2 Bis : United Nations
Global Pulse:
Obvious in the aftermath of a natural disaster
Financial crisis: Reveal a trend where families are pulling children out of schools
in order to work for food Combining that information with anonymized mobile phone data
can also show migration patterns
Knowing in close to real time the impacts of a crisis is crucial for the design of effective policy responses
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Application 3: Retail
1,100 boutiques and 125 outlets
each brand maintaining its own e-Commerce web site
Objectives: See the bigger picture, understand how social media
conversations affect business results, and apply this intelligence to decision making
Enhance internal social media reporting strategy Identify key influencers Ensure more timely responses to customers and maintain our
high standard of customer service Better allocate time and resources spent on social media
management.
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Application 3: Retail
Market Spring 2012 TV
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Application 3: Retail
February 2012 study from Forrester Research reporting that online sales are expected to grow from 7% of overall retail sales to close to 9% by 2016. The report stated that European e-Commerce will grow by 78% by 2016, to $230 billion
“It’s not just listening to and recognizing trends in social media, but identifying sentiments such as why people are buying and how they feel about the shopping experience; how to reach them; what kinds of products, services and support they want; and much more”
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Take away messages:
Conversate AND Listen
Social Media is an Iteration, a process
No CMO Topic
Incentivation works
Twitter, FB and …
Opportunities: Indirect E-commerce
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Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
Questions?
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41Copyright © 2010, SAS Institute Inc. All rights reserved.
Thank you
Laurens Spigt#lspigt