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Becoming a Social Business: Our Journey at Dell
1. Becoming a Social Business
ITSMA December 4, 2012
Richard Margetic, Dell Director, Global Social Media
2. Our Journey to Becoming a Social Business
Dell saw Social Media as an opportunity to build and further
nurture customer relationships through listening to, and
engaging with, customers in meaningful ways.
• Realization: Social was impacting many parts of the business
• Challenge: Establish a framework that could scale across the
business
• Solution: Define a platform-agnostic strategy, a governance
model to manage, a communication system to educate /
inform, an insights program to measure impact and a culture
that embraces it
Global Marketing
3. More than six years of social media experience
February 2006 March 2008 June 2009 Dell
Michael Dell asked February 2007 Accepted Solutions Global Twitter named
Why don’t we reach out and help revenues of Altimeter
IdeaStorm launched launched on Community recognized Dell the No.
bloggers with tech support issues? $6.5 M
A voting based site allowing Dell France begins Online
with “Open 1 most
customers and others to Community Outreach
submit ideas for Dell. May 2008 Leadership Award social
Dell Outlet achieved for Innovation and brand
Execution”
October 2007 $0.5M in sales via Twitter
Michael Dell quoted in Business March
Week 2010
December 2006 In response to Jeff Jarvis question around
Dell
Ratings and whether companies want to be part of the
online conversation: ”My argument is you joins
reviews launched January 2009
absolutely do. You can learn from them. You Sina
on Dell.com can improve your reaction time. And you can Dell Organizes
June 2009 Weibo
be a better company by listening and being into four
involved in that conversation.” $2M+ Sales in December 2010
customer
via Twitter China Social Media
focused Listening
business units Command
Center launched
2006 2007 2008 2009 2010 2011 2012
July 2006
Direct2Dell launched June 2007 2009 Social Media &
Today Direct2Dell exists in Dell joined Twitter June 2008 Dell TechCenter Community
English, Spanish, Norwegian,
Channel University (SMaC U)
Japanese and Chinese. EmployeeStorm
blog Spring 2009 launched
launched January 5,000 team 6 Awards for the
launched Members of December
Internal Blogs Launched 2008 members trained by Social Media Listening
for Employees. Community 2009
Dell aligns end of year Command Center
and Huffington
organization
Conversations Post Blog
January 2007 for success
StudioDell launched deployed B2B pages on
November 2007 within each of
Dell’s video and podcast site, with Facebook
helpful tips and tricks. Eventually DellShares the new Dell
August 2006 expanding this into the YouTube launched Business units
Blog outreach channel making sharing easier. The first investor April 2008
expanded beyond
relations blog by a Inside IT launched
public company. Blog focused on business June 2010
tech Support customers, and Cloud CAP Days launched
Computing. In-person events for vocal
online customers
3 Global Marketing
6. 2005-2006
• Companies viewed customer support and
marketing as primarily one-way.
• Marketing by Dell, its competitors and
business in general involved traditional
use of mass media.
• Thousands of conversations about Dell and
related topics of interest 4,000 online
conversations
• Conversations rich with valuable insights
per day
• Various parts of the business impacted regarding Dell
• Online traffic/time spent shifting to social
• No Dell voice
Global Marketing
8. Meeting the Opportunity
• Shifting from one way communications to conversations
• Undefined benefits from investing in social
– Belief in social media impact will only get us so far
• Incremental resources needed
– How do you justify shifting roles to social media management?
• Solve the complexity of coordination across multiple business
units and regions
– Conversations were around products, customer issues, technology
trends, sales and more
Global Marketing
9. Solution 1. A platform-agnostic strategy
2. A governance model to
manage and scale
3. A communication system to
educate and inform
4. An insights program to
measure impact
5. A culture that embraces it
Global Marketing
10. Solution 1. A platform-agnostic strategy
2. A governance model to
manage and scale
3. A communication system to
educate and inform
4. An insights program to
measure impact
5. A culture that embraces it
Global Marketing
14. Foundation of social strategy:
Focus on Value Drivers
Value to Customers Value For Dell
Social connections meet variety of needs Social connections create potential for tangible
across customer segments, and enable impact against Dell’s key value drivers …
customers to …
1. Make meaningful Marketing Spend • Brand awareness
connections based on Efficiency • Lead generation
shared interests • Net Promoter Score
• Unique visitors
Traffic
• Visits/page views
2. Express themselves
• Leaks in purchase
Conversion Rate
path
3. Receive exclusive rewards • Average order
and recognition Basket Size
value
Customer • Retention
4. Get advice, validation, and Lifetime Value • Profitability
assurance about decisions
• Support
Cost Savings
• Sales and marketing
5. Solve a specific problem
(their own or someone Customer
else’s) Insights to Drive • Indirect R&D savings
Innovation
Global Marketing
15. Integrate where Customer & Business Value are
realized across all business functions
Product Development Marketing Online Presence
• Feedback Loop • Demand Forecast • Ratings & Reviews
• Early Warning • Lead Generation • Communities
• New Product • Message Reach • Customer Stories
Ideation
Sales Customer Service Communication
• Collaboration • Listening • Rich Media
• Thought Leadership • Support Widgets • Brand Reputation
• Blogs • Outreach • Influence
• Reputation
Global Marketing
16. Listening to Be A Better Business,
across the Business
16 Confidential Global Marketing
3/21/2
17. IdeaStorm
Purpose
Our goal through IdeaStorm is to give our
customer an avenue to share their ideas on
Dell Products, Services and Operations.
Statistics
• 60,000+ User Accounts
• 18,000+ Ideas
• 739,000+ Votes
• 97,000+ Comments
• 520+ ideas Implemented
Value
• Revenue from IdeaStorm members is
~50% higher than non-members
• Purchase frequency is 33% higher
• Higher Lifetime Value
17
18. Solution 1. A platform-agnostic strategy
2. A governance model to
manage and scale
3. A communication system to
educate and inform
4. An insights program to
measure impact
5. A culture that embraces it
Global Marketing
19. Governance: Facebook Reinvention turned a jungle
into a tended garden
2008, a search for Dell on Governance reduced the
Facebook returned 485 number of official and non-
results, including official Dell pages, deleting
abandoned, off-brand, noise & bringing focus to
unmonitored sites high priority Dell initiatives.
Agreed upon governance model Governance process rolled out to all social
– To contain unbridled proliferation of sites media platforms
that would harm the brand – Processed ~1,000 social media requests to
Consistent brand date,
– To stay ensure alignment Cross-segment core team established to ensure
Results
Taxonomy framework Today interlocks and alignment
– To know where any new site fits and – Extended team exceeds 50 weekly
improve user experience members
Standardized tools Agreed upon core social strategy
– To minimize launch churn, maximize – Enables establishing presence in new
efficiencies by leveraging BIC functionality platforms friction-free (Google+, Tumblr)
Shared agency Embedded tracking
– To maximize spend, avoid churn and stay – Ensures all accounts in compliance are
aligned tracked effectively
19 Global Marketing
20. SMaC Governance Reporting
Social Media Requests Social Media Fans & Followers by Platform
60 Pinterest
50
40 Slideshare
30 Consumer
YouTube
20 LE
10 Qzone
0 SMB
Corporate/Global LinkedIn
Google+
Sina
Processed Launched Sunset Declined
Feb-11
Apr-11
RenRen
Jun-11
Aug-11
Oct-11
Dec-11
Feb-12
Apr-12
Jun-12
Tencent Weibo
Aug-12
946 711 101 103
Oct-12
Twitter
Compliance Social Media Fans & Followers by Region
• 128 Issues were reported
• 105 Pages were taken down 6,000,000
• 23 are Pending verification 5,000,000
4,000,000
NARC Report
3,000,000
2,000,000
Processed Launched Sunset
6% 1,000,000
40% -
54%
NA APJ Global EMEA LATAM
Series1 5,301,1 4,918,0 1,345,0 742,274 449,144
21. Customer Experience
Social Outreach Team Formed March 2006
Team begins by just listening and monitoring earned social.
Tech support experts were then hand-selected for their tech
problem-solving expertise and
superior interpersonal skills.
When pointed at owned social, our
negative sentiment in Facebook
was halved in the first two months
Today
On average, the team addresses
3,000 posts a week in 11 languages
– 98% resolution rate
– 45% ranters to ravers
Global Marketing
22. Solution 1. A platform-agnostic strategy
2. A governance model to
manage and scale
3. A communication system to
educate and inform
4. An insights program to
measure impact
5. A culture that embraces it
Global Marketing
24. SMaC U Today
• > 12,000 employees trained
• > 7,000 employees certified
• We train globally in 55+ countries
– Focus on regions where our largest
marketing, sales and product teams exist
• Launched a Training Ambassador program, where certified
employees may apply to teach on behalf of the University.
• SMaC Champions: Certified employees given a list of social
activities that they can participate in. One is crowdsourced
translations of social media content.
Global Marketing
25. Social Media Playbook
• Designed for Dell Marketers &
individuals responsible for
planning & operationalizing
social media
Social
• Helps you
Media
plan, build, execute, measure &
syndicate social media
Playbook
strategies
• Provides tools for creating KPI’s
& measuring business value
• Includes helpful
templates, checklists and
worksheets
25 Confidential Global Marketing
26. Solution 1. A platform-agnostic strategy
2. A governance model to
manage and scale
3. A communication system to
educate and inform
4. An insights program to
measure impact
5. A culture that embraces it
Global Marketing
29. Insights
• Social media engagement improves Dell’s reach and
share of voice in the marketplace
• There is a causality between social media activity and
engagement leading to Dell purchases
• Social media engagement positively attributes to demand
generation
• Social media support improves sentiment, which
correlates with higher customer revenue
• Social media engagement keeps Dell and customers
connected and that improves loyalty
Global Marketing
30. Solution 1. A platform-agnostic strategy
2. A governance model to
manage and scale
3. A communication system to
educate and inform
4. An insights program to
measure impact
5. A culture that embraces it
Global Marketing
31. Scalable strategy
Clear objectives
Defined processes =
Crisp communications
+ Precise measurements
Global Marketing
32. “Engaging in honest, direct
Conclusion conversations with
customers and stakeholders
is a part of who we are, who
we’ve always been. The
social web amplifies our
opportunity to listen and
learn and invest ourselves in
two-way dialogue, enabling
us to become a better
company with more to offer
the people who depend on
us,” Michael Dell, CEO
Global Marketing
Dell has embedded social media across all businesses and functions, using it to build and nurture customer relationships through listening to, and engaging with customers in meaningful ways. Dell is committed to developing innovative programs that bring our passion for social connectivity and transparency to life, including the Social Media Listening Command Center, IdeaStorm, and a complete training and certification program empowering thousands of employees globally. These efforts contribute to product improvement, positive brand sentiment and an unmatched connection to our customers. Instead of targeting customers, Dell hears what they are saying and invites them to share their ideas.
Dell’s use of social media really goes to the roots of who we are as a company: the power and value of direct connections with customers, as well as using the Web as a tool to be a better business. Our teams have been exchanging information with customers online since the late 1980s with listservs, and by 1996 we had our own Dell Community forums at Dell.com (other examples include: early leadership of e-commerce, the Web infrastructure to drive our supply chain, Premier Pages, etc)Today, we see social media as tool to be used across the fabric/functions of our businesses to build better business and be more connected with customers (i.e. the social web is not just about marketing or a customer support channel, rather it is a tool to be used to collaborate, connect and constantly do more with customers, from quality, to innovation, to building better business processes, to connecting and sharing real time, as well as solving technical or customer care issues) Highlights to pick out:Started with technical support (Customer service delivery)Just over 5 years ago became an early adopter using social media to connect with customers and build a better business. In March 2006 we established the Online Community Outreach team, a group of tech support experts that reached out to bloggers around the world who had questions or required assistance. Later that year we expanded blog outreach beyond tech support to include any conversations about Dell. 2006 was also the year we launched our blog, Direct2Dell.Moved into communications – using as a channel to tell our story – Direct to DellDeveloped into crowd sourced product and service development with IdeaStormGone multi-lingual – multi-platforms – from our own .com/blog out to those customers select for themselves – no good just listening to the conversations in English, in your own front room - got to get out into the street to hear what customers really thinkInternal and external – agent for collaboration and innovation within the organisation e.g. Employee Storm; ChatterDirect sales (or facilitation) channel – lot made of our sales on platforms like twitter with @delloutlet but also important to realise that buying behaviours for products and services are also now heavily influenced by the social web – the opinions of trusted friends often first port of call (social web friends; bloggers)…so bringing those views into the buying process is impactful – so dell.com brings reviews/ratings front and centre with customersPower of advocates/ambassadors not to be underestimated – your team members are powerful voices for your brand/products and services… SMaC training and open access to all the tools they need at work to both LISTEN and ENGAGENote: Google+Dell team members from around the around the world are early adopters and users of social media, most recently on Google+ and Pinterest.
In fact, as I think back in history to the general store or the early department stores or the mom and pop shops in our neighborhoods, the smart business person was a true marketerThat business person knew his customers by name, had a connections with themIndeed therein lies the early beginning of successful business – not the advertisement of brand names but the intimate customer connectionsIn some cases, the general store was actually the community center. People shopped, chatted, shared news, played a game of cards…..So, as we talk today about social media, I think this context is important….
Social media’s rapid growth and measurable impact led to the realization that ad hoc solutions couldn’t scaleWild West: Saloons and churchesPlatforms change, people don’tBlogs, MySpace, Facebook, Twitter, Renren, Tumblr, Pinterest, InstagramScaling needs:Consistent metricsEducationCommunicationGovernance
“Man is by nature a social animal.” Aristotle The motives to engage, relate, share, be accepted are at the base of all social activity. In this sense, the digital world is no different than the physical. Our lives depend on other humans. Infants are born unable to care for themselves. Survival depends on another human's efforts. We develop and learn about the world around us through the filter of other people. Our connections to others are key to not only our survival, but also to our happiness and the success of our careers.
People think there’s a fundamental paradigm shift with the advent of social. There is a paradigm shift, but not at the fundamental level, which is constant.
Lesson 3 and I have touched on this…but over 5 years we have found the conversations touch every part of Dell’s business……well, I'm not sure accounting has many customer conversations about them To realize business value from the customer, it is important that web interactions and conversations are heard by those who are most impacted, the relevant Dell team members and various parts of the business.
"Today, 66% of online Americans are actively using social networking, but only 16% of companies use social media to engage with customers.“You cannot have credibility saying you are customer-centric if you ignore your customers in social media channels.“ Charlene Li
According to ReadWrite Enterprise, “IdeaStorm is one of the touchstones of the enterprise social media age.” Launched in 2007, Dell’s IdeaStorm is a community site where anyone can submit ideas about improving Dell’s products/services, and allows the community to vote for their favorite submissions. Recently reinvigorated, the redesign supports more robust ideation, more prominent member presence and better social sharing. Dell has 28 IdeaStorm Partner employees, representing every aspect of our product line, who promote two-way dialogue between Dell and the community, IdeaStorm is also used to for customer feedback when Dell is in the process of designing/developing new products. In this situation, Dell puts its own ideas on IdeaStorm, hosting a “Storm Session.” Taking place in real-time, participants join a session to provide feedback on issues/proposed products.
Recognizing the focus on resolution, where and when a customer needed it, Dell brought together a unified team of professionals covering both technical support and customer care on the Web for both business to business and consumer customers. Traditionally separate business units, the social media outreach services (SOS) team merged customer care and technical support into one effort. The team established its own “outbound” approaches, listening and hearing a customer in need and proactively reaching out to solve the issue, rather than waiting for the customer to call. Unlike the traditional phone queues, identity of the customer is not always clear, which means the team must operate without always having the benefit of the traditional “case management” information in the Dell systems. Another unique factor impacting this operation is given Dell’s privacy and protection of customer data policies, the Web, unlike a phone call, is public. Therefore the SOS team works in a non-traditional manner to solve issues without the usual confirmation of names, addresses and service tags.
Lesson 5 relates to giving employees the tools to do their job…that means training.At Dell, We have put in place a robust social media and community curriculum that covers everything from our policies about transparency and protecting company and customer information to how to best use tools like Twitter, Facebook, LinkedIn, and blogging
Not everyone necessarily needs to be active on the Web. However, as the social Web emerges as a key marketing tool, every marketing leader needs to understand how to think about challenges, opportunities, costs, and how the social Web may or may not be a part of a marketing campaign or program. The Dell Social Media Playbook is a 105 page internal guide for planning and executing social strategy for the world’s largest social platforms including social networks, microblogs, video blogs, professional nets, as well as photo sharing, presentation, and publishing sites. Dell CMO, Karen Quintos introduces the guide saying, “Success in marketing means recognizing that experts in the social universe have the power to become some of our most authoritative advocates. Exceling as a social business means embracing these relationships and incorporating the feedback we get across the entire fabric of Dell so that we can continue to delights our customers with every touch point.” The innovative guide teaches marketers to build, engage, promote and track successful social media campaigns on behalf of the company. It also talks about tracking listening data before a market launch and how to factor this into messaging development.
Our social media engagement improves Dell’s reach and share of market voice, establishes causality between social media activity and engagement, and contributes greatly to demand generation and higher customer revenue. Most importantly, our social media efforts improve customer loyalty through the solid relationships we build and nurture.