Bertrand Duperrin's Library tagged → View Popular, Search in Google
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Online, we often talk about listening to our customers on social channels to help make content decisions in marketing. Moving to a fully integrated marketing picture for enterprise, using social media to compliment traditional market and product development research only makes sense. The very nature of uncontrolled conversations empowers customers to communicate and yield unthought-of insights and new product directions.
However, most companies are still at the basic point of simply making Facebook and Twitter work, much less mastering content for marketing or social web-wide conversations. In fact, last autumn’s Global CMO Study from IBM confirmed that most enterprises just aren't there yet."
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- While 82% of CMOs plan to increase social media use during the next three to five years, only 26% are currently tracking blogs, 42% are tracking third-party reviews, and 48% are tracking consumer reviews to help shape their marketing strategies.
- 56% of CMOs view social media as a key engagement channel, but they still struggle with capturing valuable customer insight from the unstructured data that customers and potential customers produce.
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The process can be broken into two main areas: 1) building listening stations and dashboards on relevant topics, and 2) sifting through the data to find actionable intelligence.
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"Most customers now ignore targeted marketing campaigns, avoid responding to offers, and provide minimal feedback when asked. Instead, potential customers interact with each other, bypassing sanitized corporate messages devoid of meaning or value.
Meanwhile, employees increasingly look beyond compensation to non-monetary factors such as advancement, recognition, and corporate social responsibility in choosing where to work. And with the retirement of the Baby Boomers looming, attracting, retaining, and growing the next generation of leaders is an essential task for any organization."
"As the marketing power of social media grows, it no longer makes sense to treat it as an experiment. Here’s how senior leaders can harness social media to shape consumer decision making in predictable ways."
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In short, today’s chief executive can no longer treat social media as a side activity run solely by managers in marketing or public relations. It’s much more than simply another form of paid marketing, and it demands more too: a clear framework to help CEOs and other top executives evaluate investments in it, a plan for building support infrastructure, and performance-management systems to help leaders smartly scale their social presence
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"What Really Replaces Marketing (Madness)
Here’s my take on What Really Replaces Marketing (Madness). I will do so following the story line of my recent Guest Lecture for the Marketing faculty, headed by Peter Verhoef, of the University of Groningen (The Netherlands). The guest lecture was titled: Marketing Leadership in age of Service."
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The bottom line in my thinking is that, since Value is dominantly created in-use and is a result of co-creation between company and Customer, marketing strategies should shift their focus from creating momentum for value exchange (the sale) to creating momentum for interactions that support Customers in creating value for themselves.
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And since value is something that can only be defined by its beneficiary we need to understand what outcomes Customers desire when they hire a company’s resources to get their jobs done.
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"gone are the days where Customer Support is done just via phone calls, email and discussion forums. Today people expect real-time, engaging experiences with brands on social networks like Facebook and Twitter. When they post they want answers, and if they don't get them they may lose interest in the brand. "
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The responses used today on phone calls and emails will have to be updated to work with channels like Facebook and Twitter, and staff will need training in social media etiquette.
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John Battelle, the founder and executive chairman of Federated Media Publishing, explains in this interview what it means to understand content not as a constellation of sites, but as a system of conversations – and looks at the implications for marketers. "
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There's a yin and the yang of the Internet – a circulatory effect between Facebook or Twitter or Google, and the Independent Web, which has generally meant blogs or semi-professional sites.
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At this point, marketers have pivoted: they're not just putting their marketing next to content, but actually creating content themselves – or underwriting the creation of content. And then they encourage the sharing of that content and creating ecosystems where that content circulates. T
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"Indeed: the marketing organization has put social media technologies to work with very visible effect.
But we need to break out social media and talk about more than marketing and technology. Instead, we need to talk about what social media enables: the ability to collaborate in new ways — which is particularly important for business leaders interested in creating more collaborative, innovative, and engaging organizations. "
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An executive may boast, "We have Twitter and SharePoint, and we're on Facebook." But if you were to ask the executive how social media is positively impacting business results, you may raise a significant issue
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To achieve those ends — we've described these as attributes of a "social organization" — it takes more than setting loose the technology and praying that something good will happen.
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"l est traditionnel de cataloguer Internet dans la catégorie des médias. Après la radio, la télévision, les journaux, voici maintenant Internet. Même le grand McLuhan a écrit, avec une vision extraordinaire: «Nous allons passer d'une civilisation de médias chauds et de spectateurs froids à une civilisation de médias froids et de spectateurs chauds.» Et ce à une époque où Internet n'existait que sur le papier. L'expression actuelle de «médias sociaux» ne fait que renforcer cette idée."
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Même le grand McLuhan a écrit, avec une vision extraordinaire: «Nous allons passer d'une civilisation de médias chauds et de spectateurs froids à une civilisation de médias froids et de spectateurs chauds.» Et ce à une époque où Internet n'existait que sur le papier. L'expression actuelle de «médias sociaux» ne fait que renforcer cette idée.
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Il y a trois niveaux de connaissance: la connaissance individuelle – quelqu'un sait qu'il y a un problème –, puis la connaissance collective – tout le monde sait qu'il y a un problème. Le problème d'Intel était de faire face à des milliers de clients qui, non seulement, savaient le problème, mais savaient que les autres clients savaient. C'est le troisième niveau, la connaissance globale: tout le monde sait que les autres savent qu'il y a un problème.
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"During his keynote presentation today, Oracle CEO Larry Ellison announced Oracle Social Network, an enterprise collaboration and social networking tool for business."
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Oracle Social Network is seamlessly integrated with Oracle Fusion Applications, business intelligence, and business processes allowing users to receive real-time information feeds from these systems and to collaborate and resolve business issues quickly and effectively, including updating applications and business processes from the Oracle Social Network.
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Oracle Social Network helps salespeople to identify potential prospects, build effective teams, prepare convincing sales presentations, resolve issues with customer service and contracts, collaborate with partners on joint opportunities, and build lasting relationships with customers.
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"This year, leaders of all kinds face a single, critical challenge: building 21st century organizations that yield new sources of advantage, powered by new rules of management.
Here's why - and how to get started.
Tomorrow will not be like yesterday. This is no mere recession: it's a tectonic global shift in savings, consumption, and investment. Today's macropocalypse is a rupture in the global economic fabric - and the next half-decade will be spent reweaving it. It is not a temporary departure from business as usual, an illness - it is a structural transformation, a lasting change. "
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Yesterday's businesses were built for a world of overconsumption, artificially cheap production, symmetrical competition, and macroeconomic stability.
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hey look and feel radically different because they were built for 21st century economics, not 20th century economics. They are organized and managed according to new rules; and it is those new rules that make the difference between surviving - and thriving in - the macropocalypse, or being vaporized by it.
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""No one here is hounding me for the ROI".
That’s the last sentence in "(Like) + (Retweet) = $$$?" an article from the July issue of FastCompany. The article is about the ROI of social media; from Likes, to Tweets, to contests to Social Business Software.
Here’s what I have to say about that quote: YIKES!
The article includes quotes from senior marketing executives from Audi, Home Depot and Sephora (who provided the one above), saying in essence that they have no idea about the value of their company's social media activities and investments. Worse yet, these executives indicate that no one is really asking them to demonstrate the ROI."
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This inability to show the ROI from marketing is a main reason why the average tenure of a CMO is under 24 months, which is less than half that of a typical CEO.
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Maybe the issue is we as marketers have forgotten how to do statistical correlations, don't get six sigma, can't be bothered with AB testing, or are not maniacal about numbers
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"In other words, we are at a point where businesses are going to have to start thinking about how they can accelerate their response to the changes going on because the changes are going on whether or not the business responds at all or quick enough.
So, two things. What are the changes I’m talking about and how did it manifest itself at the conference."
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But the one thing, all of these individuals are in any role they may assume at any time is self-interested. They pursue their own lives and interact with others in ways that one way or the other benefit them personally.
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The expectations are that these interactions will have high velocity, rapid response times, will surface the kind of information they need, and will get some quickly redeemable value from its outcome - either directly or indirectly, internal or external.
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La migration vers l'entreprise 2.0 correspond à la capacité pour l'entreprise a avoir des salariés pouvant engager la conversation avec les consommateurs, suivre les discussions sur les réseaux et y produire du contenu. L'enjeu de l'entreprise 2.0 va bien sût au delà de cette capacité puisque l'entreprise elle même modifie son fonctionnement interne en ajoutant la collaboration à des processus parfois très (trop ?) structurés et en mobilisant son intelligence collective."
"Social CRM, he said, is a philosophy and a business strategy, supported by a technology platform, business rules, workflow, processes and social characteristics. It is designed to engage the customer in a collaborative conversation in order to provide mutually beneficial value in a trusted and transparent business environment. "
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"CRM is no longer just a model for managing customers, but one of customer engagement,
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Social CRM is the company's programmatic response to the customer's ownership of the conversation
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"What that means for IBM in 2011 is that this year they’ve decided to fully embrace social business - and to not only eat their own dogfood but to breed their own dogs. That’s the level of their commitment. (BTW, IBMer Jen Okimoto, whose tweets are her own saw me tweet this and returned a nicer image -”Prefer to think of it as we drink our own wine, and we’re creating/mentoring our own vintners and wine lovers.” You’re all welcome to invent your own imagery here. Heh. Heh.). Their level of commitment is astounding and potentially game changing.
Why?
Because a $100 billion company is driving all their resources into transforming their company into a social business. They aren’t just selling it, they’re doing it and evangelizing it and marshalling whatever they have to so that it will be globally hugged.
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What were the results? They had nearly 160,000 people from 104 countries and 67 companies generate an initial idea pool of 46,000 ideas. They narrowed it down, had a smaller jam to discuss the ideas that they came up with and then chose 10 of them which IBM invested that $100 million in. But, then again, that’s not nearly as monumental as their complete embrace of social business as a company.
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He said, “consumers have unprecedented power over your brand. Social businesses embrace this.”
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"What is "gamification" from an economic perspective? As I've noted for several years now, the future of strategy is about learning to leverage markets, networks, and communities. The unwieldy term "gamification" is a case in points: it's about making markets in stuff, to unleash competitive dynamics. When I compete for a badge, medal, rank, or prize, I'm essentially bidding with my time, effort, and energy for a scarce resource. So think of gamification as making demand-side metamarkets: markets not just for products and services, but for prices, discounts, relationships, information, and more, that shape the value of products and services."
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Hence, I'd see it like this: gamification is about putting the "market" back into marketing — and I suspect that it has the potential to unlock some pretty serious efficiency and productivity gains, especially in moribund, plodding ecosystems
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Those are the strategic problems that investors, C-suites, and media types of all stripes are focused on. But here's the most crucial and vital problem: Gamification is a means, but many or most are seeing it as an end. The real question is: what's the significance of your game?
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"“How will we measure success?”
It’s a question we get a lot as we help clients design social business strategies. In our experience, there are few companies that aren’t trying to connect the dots between their social efforts and results. It’s not 2008 anymore where marketers can secure budget for social initiatives because “everyone else is doing it,” or “but, we’ll be left in dust!” CMOs want to know exactly what return they are getting for their media spend, just as they do after any other media buy."
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few months ago, McDonald’s announced that they saw a 33% increase in foot traffic in conjunction with their Foursquare Day promotion. Aha! A brand that figured out how to do it! Only, a couple of days later, McDonald’s admitted that what they actually experienced was a 33% increase in Foursquare checkins, not foot traffic. Oops.
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Determine what success means to you (and be realistic). Figure out what you want the return on your investment to be. Is it sales? You will have a hard time tying a feel-good campaign with no call-to-action to increased sales. Period. So, if sales are your ultimate objective, design your campaign or initiative in a way that makes sense and will help you achieve that goal
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"As airlines become more active in this sphere, we attempt to answer a crucial question: Has social media truly benefited any airline? If so, how? To answer this question, we put together a series of case studies. In this set of six case studies, top executives from airlines such as Qantas, Volaris, airBaltic, Alaska Airlines, JetBlue, and of course, Southwest, talk about how their social media strategies are pushing their airlines into the next era."
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