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"The Lithys" recognize and celebrate customers that are using Lithium to solve problems, create new products, innovate and engage with their customers at entirely new levels to create true business value.

2015 winners will be announced at LiNC on June 2nd, 2015. More on the 2015 Lithys. You can browse all previous entries and winners by using labels & statuses below.

The stories are amazing.


 
New Idea
Status:
2015 Lithy Submission

Lithys 2015: Vodafone Turkey - Marketing Champion

By JaniceK

Lithys 2015: Vodafone Turkey - Marketing Champion

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-28-2015 10:58 PM - last edited on ‎06-19-2015 06:05 AM by Lithium Technologies AlexN

Company: Vodafone TurkeyVodafone logo.png
Entry submitted by:  Fahrünnisa Bilgin (FahrunnisaB)  Online Product Specialist - CMS & Social Media    

Community:  Vodafone Forum (forum.vodafone.com.tr)

Lithy category: Marketing Champion

 

Vodafone revolutionized digital transformation in the Turkish telecommunication market. With a market share of %33,9 (Feb'15) Vodafone Turkey is in use of innovative online technologies and social media to service the special needs of Turkish mobile customers. Vodafone Forum launched in March 2012, as Turkey's first open discussion platform among competition is representing Vodafone Turkey with customer care on social media. Today Vodafone Forum is used as a marketing and support platform, increasing engagement of users through super user cultivation and brand advocacy.   

 

Vodafone's super users speak up to the customer

 

Vodafone Turkey's  marketing strategy in social media is to increase the engagement rate and use a humanized tone of voice in customer care. Lithium is playing a decisive role in adapting a super user program for brand advocacy. We have started super user cultivation in Vodafone Forum as of 2012 and gained our first super users through several strategies alligned with brand & marketing teams within the company. We have several super users creating thousands of comments and spending many days online. They provide valuable content and share their expertise on Vodafone products and high-tech devices. Most importantly they are representing Vodafone brand and answering questions of Vodafone customers and non-customers. Super users are referring Vodafone products to non-customers, convince people of Vodafone's innovative products and convert them to Vodafone customers.   

   

Our marketing campaign

 

Super Users meet CEO

 

We have organized a program called “Kings of the Vodafone Forum” with our internal stakeholders brand advocates in Vodafone headquarters. All of the members joined have met with each other, presented their ideas and tested the brand new version of Vodafone Forum, as well as the initial launch of mobile Vodafone Forum. In the afternoon super users had a chance to meet and greet with our high level managers (Including CEO of Vodafone Turkey!). At the end of the day they enjoyed a dinner on the rooftop with a great view of Istanbul Bosporus.     

 

 Vodafone Forum Super User activation

 

As Vodafone Turkey we have divided our super user cultivation activities with segmented communication strategies. Last year we  measured active employees on Forum and checked the awareness of the community, it was only 6% of the company.

 

Firstly an internal e-mail bulletin has been designed for raising awareness, themed as "What's going on in Vodafone Forum". It is highlighting 2 major issues about customer experience and appreciating active employees of the week sent to C-level directors perıodically. The sense of being appreciated and of competition is quickly spread with WOM in the company and started to gain organic user growth.

Another recruitment is held on company orientation program, one the greatest moments for fresh minds and open ideas. Almost all newcomers are becoming a member, they are very active about products and services.

 

In April 14' we have celebrated the 2nd anniversary of Vodafone Forum with a promotion campaign. In order to take benefit of the promotion, you had to be a member of  Vodafone Forum  already or  quickly subscribed at the Forum desk using Vodafone branded tablets in our headquarter.

 

Campaign results

 

This campaign had very positive effects and we have gained more than 300 employees just in 2 days!   

 

Heroes of Vodafone Forum

 

Following Super user activation in Vodafone Forum, the average time spent and number of comments posted by super users has doubled. With the employee activation program, Vodafone Turkey has gained more than 300 employees and 15 of them are candidated to become a hero member on Forum. Later on we have cultivated these users with e-mails and instructions, in order to keep them active and let them a Vodafone hero in the community.        


Company: Vodafone TurkeyVodafone logo.png
Entry submitted by:  Fahrünnisa Bilgin (FahrunnisaB)  Online Product Specialist - CMS & Social Media    

Community:  Vodafone Forum (forum.vodafone.com.tr)

Lithy category: Marketing Champion

 

Vodafone revolutionized digital transformation in the Turkish telecommunication market. With a market share of %33,9 (Feb'15) Vodafone Turkey is in use of innovative online technologies and social media to service the special needs of Turkish mobile customers. Vodafone Forum launched in March 2012, as Turkey's first open discussion platform among competition is representing Vodafone Turkey with customer care on social media. Today Vodafone Forum is used as a marketing and support platform, increasing engagement of users through super user cultivation and brand advocacy.   

 

Vodafone's super users speak up to the customer

 

Vodafone Turkey's  marketing strategy in social media is to increase the engagement rate and use a humanized tone of voice in customer care. Lithium is playing a decisive role in adapting a super user program for brand advocacy. We have started super user cultivation in Vodafone Forum as of 2012 and gained our first super users through several strategies alligned with brand & marketing teams within the company. We have several super users creating thousands of comments and spending many days online. They provide valuable content and share their expertise on Vodafone products and high-tech devices. Most importantly they are representing Vodafone brand and answering questions of Vodafone customers and non-customers. Super users are referring Vodafone products to non-customers, convince people of Vodafone's innovative products and convert them to Vodafone customers.   

   

Our marketing campaign

 

Super Users meet CEO

 

We have organized a program called “Kings of the Vodafone Forum” with our internal stakeholders brand advocates in Vodafone headquarters. All of the members joined have met with each other, presented their ideas and tested the brand new version of Vodafone Forum, as well as the initial launch of mobile Vodafone Forum. In the afternoon super users had a chance to meet and greet with our high level managers (Including CEO of Vodafone Turkey!). At the end of the day they enjoyed a dinner on the rooftop with a great view of Istanbul Bosporus.     

 

 Vodafone Forum Super User activation

 

As Vodafone Turkey we have divided our super user cultivation activities with segmented communication strategies. Last year we  measured active employees on Forum and checked the awareness of the community, it was only 6% of the company.

 

Firstly an internal e-mail bulletin has been designed for raising awareness, themed as "What's going on in Vodafone Forum". It is highlighting 2 major issues about customer experience and appreciating active employees of the week sent to C-level directors perıodically. The sense of being appreciated and of competition is quickly spread with WOM in the company and started to gain organic user growth.

Another recruitment is held on company orientation program, one the greatest moments for fresh minds and open ideas. Almost all newcomers are becoming a member, they are very active about products and services.

 

In April 14' we have celebrated the 2nd anniversary of Vodafone Forum with a promotion campaign. In order to take benefit of the promotion, you had to be a member of  Vodafone Forum  already or  quickly subscribed at the Forum desk using Vodafone branded tablets in our headquarter.

 

Campaign results

 

This campaign had very positive effects and we have gained more than 300 employees just in 2 days!   

 

Heroes of Vodafone Forum

 

Following Super user activation in Vodafone Forum, the average time spent and number of comments posted by super users has doubled. With the employee activation program, Vodafone Turkey has gained more than 300 employees and 15 of them are candidated to become a hero member on Forum. Later on we have cultivated these users with e-mails and instructions, in order to keep them active and let them a Vodafone hero in the community.        

Status:
2015 Lithy Submission

Lithys 2015: Vodafone Turkey - Excellence in Custo...

By JaniceK

Lithys 2015: Vodafone Turkey - Excellence in Customer Satisfaction

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-28-2015 10:50 PM - edited ‎04-28-2015 10:52 PM

Company: Vodafone TurkeyVodafone logo.png
Entry submitted by:  Fahrünnisa Bilgin (FahrunnisaB)  Online Product Specialist - CMS & Social Media    

Community:  Vodafone Forum (forum.vodafone.com.tr)

Lithy category: Excellence in Customer Satisfaction

 

Vodafone revolutionized digital transformation in the Turkish telecommunication market. With a market share of %33,9 (Feb'15) Vodafone Turkey is in use of innovative online technologies and social media to service the special needs of Turkish mobile customers. Vodafone Forum launched in March 2012, as Turkey's first open discussion platform among competition is representing Vodafone Turkey with customer care on social media. Today Vodafone Forum is used as a marketing and support platform, increasing engagement of users through super user cultivation and brand advocacy.   

   

Our 2014 customer satisfaction initiatives

 

At Vodafone Turkey, we take customer care to heart

 

Vodafone Turkey has a proactive approach in social media to collect customer insight. We have improved our success model, based on one-to-one customer care; where people receive answers from their personal moderators and super users. With these initiatives customers are getting a unique online experience since launch of Forum in 2012.   

 

In 2014 we have listened to our super users and established new areas in Forum. We have created new discusission opportunities inside of boards for Vodafone Turkey's youth segment named "Vodafone Freezone" and "Vodafone Arena", which came through a partnership of Vodafone with the turkish soccer team Beşiktaş JK.

 

Our moderators are engaging users continuously, we have contests to drive user activities, where we awarded winners with high-tech devices such as tablets and 3g modems.

 

We have established a buddy programme in Vodafone Forum where we continue to guide people after problem resolution and provide feedback. In this way, Vodafone enables people to get in touch with each other and Vodafone Forum  has excellent reputation with 80 K + registered users, 500 K + unique visitors and 1.2 M + pageviews monthly.    

 

The issue that we were looking to solve with Lithium

 

We respect our customers and listen to their wishes

 

It was the most interesting case when one of our Forum users contacted us about a tariff change, which could be done only in one of our Vodafone Shops. The problem was that the user was disabled, our moderators tried to help online, but we came to know that the user was not able to get out of his house. It was clear for us, that we needed take one step more for getting this issue resolved. That's why our community admin has got in contact with the members of our sales & support team and we managed a meeting with the user and took a trip to his flat in the asian side of Istanbul. The tariff change was recorded in our documents and the case was resolved onsite. It was an amazing success story, which has been celebrated by our customer operation manager. Social media team is still chatting with this user from time to time.  

 

Our results

 

We believe that everybody has the right to use the latest technology

 

The VF Forum team has come up with a new concept: reserving a special device stock and sending the device and desired accesories to the Vodafone Shop for customer pick-up. This method of delivery has great appeal to customers in rural areas who typically are not able to choose from a wide variety of devices. With Lithium's community platform,we communicated the complete device delivery process. This contributed to an increase in Vodafone Forum's eNPS score in a year with 29 points from -6 to +22.

 

Vodafone Turkey 1.png

 


Company: Vodafone TurkeyVodafone logo.png
Entry submitted by:  Fahrünnisa Bilgin (FahrunnisaB)  Online Product Specialist - CMS & Social Media    

Community:  Vodafone Forum (forum.vodafone.com.tr)

Lithy category: Excellence in Customer Satisfaction

 

Vodafone revolutionized digital transformation in the Turkish telecommunication market. With a market share of %33,9 (Feb'15) Vodafone Turkey is in use of innovative online technologies and social media to service the special needs of Turkish mobile customers. Vodafone Forum launched in March 2012, as Turkey's first open discussion platform among competition is representing Vodafone Turkey with customer care on social media. Today Vodafone Forum is used as a marketing and support platform, increasing engagement of users through super user cultivation and brand advocacy.   

   

Our 2014 customer satisfaction initiatives

 

At Vodafone Turkey, we take customer care to heart

 

Vodafone Turkey has a proactive approach in social media to collect customer insight. We have improved our success model, based on one-to-one customer care; where people receive answers from their personal moderators and super users. With these initiatives customers are getting a unique online experience since launch of Forum in 2012.   

 

In 2014 we have listened to our super users and established new areas in Forum. We have created new discusission opportunities inside of boards for Vodafone Turkey's youth segment named "Vodafone Freezone" and "Vodafone Arena", which came through a partnership of Vodafone with the turkish soccer team Beşiktaş JK.

 

Our moderators are engaging users continuously, we have contests to drive user activities, where we awarded winners with high-tech devices such as tablets and 3g modems.

 

We have established a buddy programme in Vodafone Forum where we continue to guide people after problem resolution and provide feedback. In this way, Vodafone enables people to get in touch with each other and Vodafone Forum  has excellent reputation with 80 K + registered users, 500 K + unique visitors and 1.2 M + pageviews monthly.    

 

The issue that we were looking to solve with Lithium

 

We respect our customers and listen to their wishes

 

It was the most interesting case when one of our Forum users contacted us about a tariff change, which could be done only in one of our Vodafone Shops. The problem was that the user was disabled, our moderators tried to help online, but we came to know that the user was not able to get out of his house. It was clear for us, that we needed take one step more for getting this issue resolved. That's why our community admin has got in contact with the members of our sales & support team and we managed a meeting with the user and took a trip to his flat in the asian side of Istanbul. The tariff change was recorded in our documents and the case was resolved onsite. It was an amazing success story, which has been celebrated by our customer operation manager. Social media team is still chatting with this user from time to time.  

 

Our results

 

We believe that everybody has the right to use the latest technology

 

The VF Forum team has come up with a new concept: reserving a special device stock and sending the device and desired accesories to the Vodafone Shop for customer pick-up. This method of delivery has great appeal to customers in rural areas who typically are not able to choose from a wide variety of devices. With Lithium's community platform,we communicated the complete device delivery process. This contributed to an increase in Vodafone Forum's eNPS score in a year with 29 points from -6 to +22.

 

Vodafone Turkey 1.png

 

Status:
2015 Lithy Submission

Lithys 2015: Vodafone Turkey - Support Savings MVP

By JaniceK

Company: Vodafone TurkeyVodafone logo.png
Entry submitted by:  Fahrünnisa Bilgin (FahrunnisaB)  Online Product Specialist - CMS & Social Media    

Community:  Vodafone Forum (forum.vodafone.com.tr)

Lithy category: Support Savings MVP

 

Vodafone revolutionized digital transformation in the Turkish telecommunication market. With a market share of %33,9 (Feb'15) Vodafone Turkey is in use of innovative online technologies and social media to service the special needs of Turkish mobile customers. Vodafone Forum launched in March 2012, as Turkey's first open discussion platform among competition is representing Vodafone Turkey with customer care on social media. Today Vodafone Forum is used as a marketing and support platform, increasing engagement of users through super user cultivation and brand advocacy.   

 

Vodafone Forum is the “go-to” place for products and services, campaigns, apps, network coverage with peer-to-peer communication…

providing a new channel for feedback and exchange between VF customers, customer operations, marketing and product teams.

Our vision is to reach customers online and achieve first hand resolution. Vodafone Forum's business model contributes to reducing call centre costs by deflecting calls, decreasing response times and increasing user generated content.

 

With Vodafone Forum, we are reaching out to more than 600 K visitors, deflecting an average of 150 K calls monthly, making huge savings of more than 250 K USD annually.

 

Vodafone Turkey 4.png

 

We are saving response time with a moderation team of 12 dedicated people and 2 admins. We have got 12 super users, as customers with a certain knowledge; willing to help others, loving to spend time on Vodafone Forum. Most of them are helping users in  their leisure times. Our company is counting on them in cooperating with them for resolving customer needs.

 

Meet HamdullahH

Hamdullah is Vodafone Forum's indispensable superuser, employed as store manager at the Vodafone Shop franchise in Bingöl. He's almost working as a full time moderator. He has got 5.251 kudos, 5.648 posts, 444 solutions. He says about himself:"When I'm driving the car I keep responding to posts during red light." HamdullahH is the happiest user about mobile forum.

 

Meet ZeynepK 

ZeynepK was working at the Vodafone Shop franchise, she used to respond to posts in Vodafone Forum as daily routine. Vodafone Forum team was looking for a new team member, when ZeynepK was looking for an opportunity in social media, now she is employed in Vodafone Forum responding team.

 

Meet SeckinK

SeckinK is a university student, his first Vodafone Forum post was a deep criticism about network performance. He later became a voluenteer of Forum when the social media team sent network people to his residence to solve the issue. Meanwhile SeckinK has gained expertise on devices, he's broadcasting videos on devices and Vodafone services. See SeckinK's latest video on Sony Xperia Z3.

 

Vodafone Turkey 5.jpg

 

Transferring support savings to e-commerce activities

 

The time and help amount realized by our superusers has an impact of 5 support agents which makes cost reduction up to 70 K USD annually. We had the choice to use these savings in marketing campaigns to boost e-commerce activities. 

 

Our business results

 

 Vodafone Forum has more than doubled its objectives in 3 years…

- attracting 80 K + users (versus goal of 50 K)

- 500 K + visitors per month (versus goal of 250 K)

- we have achieved twice as much call deflection than our target estimations 

- annually 250 K USD call deflection savings (versus goal of 150 K)

 

The results of the quality-based community growth strategy have made Vodafone Turkey the fastest-growing Forum in Vodafone Group’s 21 countries.  

 

Vodafone Turkey 6.jpg

 

 


Company: Vodafone TurkeyVodafone logo.png
Entry submitted by:  Fahrünnisa Bilgin (FahrunnisaB)  Online Product Specialist - CMS & Social Media    

Community:  Vodafone Forum (forum.vodafone.com.tr)

Lithy category: Support Savings MVP

 

Vodafone revolutionized digital transformation in the Turkish telecommunication market. With a market share of %33,9 (Feb'15) Vodafone Turkey is in use of innovative online technologies and social media to service the special needs of Turkish mobile customers. Vodafone Forum launched in March 2012, as Turkey's first open discussion platform among competition is representing Vodafone Turkey with customer care on social media. Today Vodafone Forum is used as a marketing and support platform, increasing engagement of users through super user cultivation and brand advocacy.   

 

Vodafone Forum is the “go-to” place for products and services, campaigns, apps, network coverage with peer-to-peer communication…

providing a new channel for feedback and exchange between VF customers, customer operations, marketing and product teams.

Our vision is to reach customers online and achieve first hand resolution. Vodafone Forum's business model contributes to reducing call centre costs by deflecting calls, decreasing response times and increasing user generated content.

 

With Vodafone Forum, we are reaching out to more than 600 K visitors, deflecting an average of 150 K calls monthly, making huge savings of more than 250 K USD annually.

 

Vodafone Turkey 4.png

 

We are saving response time with a moderation team of 12 dedicated people and 2 admins. We have got 12 super users, as customers with a certain knowledge; willing to help others, loving to spend time on Vodafone Forum. Most of them are helping users in  their leisure times. Our company is counting on them in cooperating with them for resolving customer needs.

 

Meet HamdullahH

Hamdullah is Vodafone Forum's indispensable superuser, employed as store manager at the Vodafone Shop franchise in Bingöl. He's almost working as a full time moderator. He has got 5.251 kudos, 5.648 posts, 444 solutions. He says about himself:"When I'm driving the car I keep responding to posts during red light." HamdullahH is the happiest user about mobile forum.

 

Meet ZeynepK 

ZeynepK was working at the Vodafone Shop franchise, she used to respond to posts in Vodafone Forum as daily routine. Vodafone Forum team was looking for a new team member, when ZeynepK was looking for an opportunity in social media, now she is employed in Vodafone Forum responding team.

 

Meet SeckinK

SeckinK is a university student, his first Vodafone Forum post was a deep criticism about network performance. He later became a voluenteer of Forum when the social media team sent network people to his residence to solve the issue. Meanwhile SeckinK has gained expertise on devices, he's broadcasting videos on devices and Vodafone services. See SeckinK's latest video on Sony Xperia Z3.

 

Vodafone Turkey 5.jpg

 

Transferring support savings to e-commerce activities

 

The time and help amount realized by our superusers has an impact of 5 support agents which makes cost reduction up to 70 K USD annually. We had the choice to use these savings in marketing campaigns to boost e-commerce activities. 

 

Our business results

 

 Vodafone Forum has more than doubled its objectives in 3 years…

- attracting 80 K + users (versus goal of 50 K)

- 500 K + visitors per month (versus goal of 250 K)

- we have achieved twice as much call deflection than our target estimations 

- annually 250 K USD call deflection savings (versus goal of 150 K)

 

The results of the quality-based community growth strategy have made Vodafone Turkey the fastest-growing Forum in Vodafone Group’s 21 countries.  

 

Vodafone Turkey 6.jpg

 

 

Status:
2015 Lithy Submission

Lithys 2015: Telstra - Total Community All Star

By JaniceK

Lithys 2015: Telstra - Total Community All Star

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-30-2015 10:22 AM - last edited on ‎05-01-2015 07:16 AM by JulieH

Company: Telstra Telstra logo.png

Entry submitted by: Yannick Pierre (Yannick_PCrowd, Help & Support Lead 

Community: Telstra CrowdSupport (http://crowdsupport.telstra.com.au/)

Lithy category: Total Community All Star

 

Telstra is Australia’s largest Telecommunications Company and for over a hundred years we have connected Aussies with each other and the rest of the world.

 

At Telstra we seek to connect and engage people, our customers and employees. Our digital transformation starts with people, not technology.

 

Both customers and employees engage digitally with Telstra every day – at scale, seeking to have their questions answered or problems resolved – and share their experiences with our products and the rapidly changing technology landscape. Increasingly, our customers expect and deserve the same level of authenticity from interactions in digital environments as they have traditionally been offered in the offline world.

 

Telstra has leveraged Lithium Products & Services to build an entire digital eco-system that transcends incumbent boundaries of segment, device, employee and customer.

 

Building upon our award winning customer community  CrowdSupport® - we have extended our digital eco-system unabated to deliver employee collaboration, real-time omni-channel dialogue, complete visibility and measurement in social and a step change in customer help and support.

 

CrowdSupport®

Through our CrowdSupport community customers can receive quick and reliable responses to questions from community members – both customers and Telstra employees. The contribution from our community members is the difference between ‘good’ and ‘great’ – we recognise community members’ contribution with ‘meet-up’ events and exclusive access to products and services in addition to the established ‘gamification’ model.

 

Store Locator & Community – Unlocking Omni-Channel

We’ve deployed a single search platform to enable real-time customer feedback and discussion for Telstra’s store network nationally. Team members in store can now directly connect digitally with their customers, helping to create an omni-channel presence.

 

Telstra Wi-Fi®  – a community of Wi-Fi

Telstra is creating Australia’s largest Wi-Fi network.  Through the CrowdSupport community customers can locate their nearest hotspot, provide feedback and discuss tips and techniques at an individual access point level. Telstra has over 1,100 hotspots nationwide and over 1 million devices have connected to the network.

 

CrowdSupport Live – Taking community real-time

We have taken our community connection real-time with an integrated capability between CrowdSupport (Lithium) and CrowdSupport Live (Needle). Our community members are now able to sign up to conduct live chat sessions directly with other customers considering the purchase of new mobile handsets – this has delivered 4000+ chats year to date with great positive feedback.

 

Klout Integration– A global first

We have successfully integrated Klout into our CrowdSupport community – providing the next wave of gamification and customer value exchange for our community members.

 

insight.jpg

 

 

Telstra’s In:sight community, powered by Lithium, is an enterprise community delivering premium access to the latest business thinking, technology, trends and exclusive events. There are now 2000+ registered members and our account executives are connecting in digital communities complementing a traditional face to face or telephone relationship model.

 

Peer Support

In May 2014, we launched our Peer Support community, which enables our digital and telephone centre teams to connect and share their knowledge and experience. We have thousands of employees actively using the community. PeerSupport has enabled Telstra to connect the knowledge of our digital and telephone centres in a way the company has never previously achieved. Employees are able to find information faster and the collaborative nature is delivering informative and timely updates.

 

A step change in Customer Help & Support

Telstra re-platformed our entire Customer Help & Support onto Lithium in 2015. Customers are now able to seamlessly connect company authored content (i.e. the ‘official source’) with community generated content. Through the power of the community customer feedback drives the creation of high value content – to date we have received over 12,000 content recommendations from our customers. This provides a great balance for our customers across a wide array of the trust and adoption curve.

 

Digital Customer Care – Total visibility

On the back of a large-scale rollout of Lithium Social Web in May 2013 Telstra’s 24x7 Digital Customer Care Team have completely embraced the plethora of benefits LSW offers our customers and employees. With rapid onboarding, flexible working, easy access to help and support content, automation, total visibility and measurement– we are operating like a Swiss clock in the rapidly changing social media landscape.

 

Telstra 1.jpg

Figure 1: The ‘proof points’ for offering a dedicated internal employee community

 

Telstra 2.jpg

Figure 2: Growing our digital eco-system sees growth in the anchor tenants too

 

Lithium Social Web – the game changer

 

April 17, 2013 was the day Telstra launched Lithium Social Web (LSW) and transformed our customer’s service experience in social. The seamless workflow, simplistic user experience, social integration, prioritisation and immediacy saw expediential improvement to our customer’s digital service experience.

 

Pre-Lithium, Telstra manually tracked customer posts and replies via spreadsheets. This was, of course, not sustainable. A solution was needed to handle the immense growth of digital connections in social.

 

Adoption of the Lithium Social Web was the right solution.

 

Our digital customer care experienced has improved in six main areas:

 Telstra 3.jpg

Figure 3: The impact of Lithium Social Web on Telstra Digital Customer Care

 

LSW allows Telstra to provide authentic high quality customer service, create thriving digital communities and foster an internal self service culture.

 

What’s next?

 

We have made considerable progress on our digital journey – we must continue at pace as our customers’ expectations increase in a world gone digital.

 

At Telstra, we believe that in the next five years

 

  1. 5G will be standardised
  2. Networks will be optimised for traffic against specific services and media types
  3. Consumer devices will be dominant, but small devices for data sensing and processing will make up a significant percentage of mobile and Internet traffic.
  4. Telecom and other industries will be more platform shaped, with data becoming as important as products.
  5. The world will be faster, and more connected with a billion more participants in the global economy

 

For our digital eco-system and our communities we will continue at the pace our customers expect and we will deliver:

 

LinkedIn integration for business. Considering two new users join LinkedIn every second, it is central to the digital life of businesses, and we are implementing a system where users can login and register with Telstra through their LinkedIn profile.

 

Achieve a unified social ecosystem, integrating with the core enterprise social platform, to drive a self service culture.

 

Provide employees with the ability to access a greater repository of knowledge and address issues in real time.

 

In closing....

 

Telstra is over 100 years old and is now empowering customers and employees by democratising customer service through rich community peer to peer service.

 

We are increasing our investment in our digital service for customers through our multiyear Digital First program. This will give our customers even greater control of their accounts and services, technical appointments and support options

 

We are working to achieve an even more unified digital customer ecosystem through leveraging a wide range of Lithium’s products and services, as we continue our journey to deliver a brilliant connected future for our customers and Telstra.

 

 

Appendix: Telstra communities

 

Telstra 4.jpg

 Telstra 5.jpg

Telstra 6.jpg

Telstra 7.jpg

Telstra 8.jpg

Telstra 9.jpg

 

Telstra 11.jpg

Telstra 12.jpg

Telstra 13.jpg


Company: Telstra Telstra logo.png

Entry submitted by: Yannick Pierre (Yannick_PCrowd, Help & Support Lead 

Community: Telstra CrowdSupport (http://crowdsupport.telstra.com.au/)

Lithy category: Total Community All Star

 

Telstra is Australia’s largest Telecommunications Company and for over a hundred years we have connected Aussies with each other and the rest of the world.

 

At Telstra we seek to connect and engage people, our customers and employees. Our digital transformation starts with people, not technology.

 

Both customers and employees engage digitally with Telstra every day – at scale, seeking to have their questions answered or problems resolved – and share their experiences with our products and the rapidly changing technology landscape. Increasingly, our customers expect and deserve the same level of authenticity from interactions in digital environments as they have traditionally been offered in the offline world.

 

Telstra has leveraged Lithium Products & Services to build an entire digital eco-system that transcends incumbent boundaries of segment, device, employee and customer.

 

Building upon our award winning customer community  CrowdSupport® - we have extended our digital eco-system unabated to deliver employee collaboration, real-time omni-channel dialogue, complete visibility and measurement in social and a step change in customer help and support.

 

CrowdSupport®

Through our CrowdSupport community customers can receive quick and reliable responses to questions from community members – both customers and Telstra employees. The contribution from our community members is the difference between ‘good’ and ‘great’ – we recognise community members’ contribution with ‘meet-up’ events and exclusive access to products and services in addition to the established ‘gamification’ model.

 

Store Locator & Community – Unlocking Omni-Channel

We’ve deployed a single search platform to enable real-time customer feedback and discussion for Telstra’s store network nationally. Team members in store can now directly connect digitally with their customers, helping to create an omni-channel presence.

 

Telstra Wi-Fi®  – a community of Wi-Fi

Telstra is creating Australia’s largest Wi-Fi network.  Through the CrowdSupport community customers can locate their nearest hotspot, provide feedback and discuss tips and techniques at an individual access point level. Telstra has over 1,100 hotspots nationwide and over 1 million devices have connected to the network.

 

CrowdSupport Live – Taking community real-time

We have taken our community connection real-time with an integrated capability between CrowdSupport (Lithium) and CrowdSupport Live (Needle). Our community members are now able to sign up to conduct live chat sessions directly with other customers considering the purchase of new mobile handsets – this has delivered 4000+ chats year to date with great positive feedback.

 

Klout Integration– A global first

We have successfully integrated Klout into our CrowdSupport community – providing the next wave of gamification and customer value exchange for our community members.

 

insight.jpg

 

 

Telstra’s In:sight community, powered by Lithium, is an enterprise community delivering premium access to the latest business thinking, technology, trends and exclusive events. There are now 2000+ registered members and our account executives are connecting in digital communities complementing a traditional face to face or telephone relationship model.

 

Peer Support

In May 2014, we launched our Peer Support community, which enables our digital and telephone centre teams to connect and share their knowledge and experience. We have thousands of employees actively using the community. PeerSupport has enabled Telstra to connect the knowledge of our digital and telephone centres in a way the company has never previously achieved. Employees are able to find information faster and the collaborative nature is delivering informative and timely updates.

 

A step change in Customer Help & Support

Telstra re-platformed our entire Customer Help & Support onto Lithium in 2015. Customers are now able to seamlessly connect company authored content (i.e. the ‘official source’) with community generated content. Through the power of the community customer feedback drives the creation of high value content – to date we have received over 12,000 content recommendations from our customers. This provides a great balance for our customers across a wide array of the trust and adoption curve.

 

Digital Customer Care – Total visibility

On the back of a large-scale rollout of Lithium Social Web in May 2013 Telstra’s 24x7 Digital Customer Care Team have completely embraced the plethora of benefits LSW offers our customers and employees. With rapid onboarding, flexible working, easy access to help and support content, automation, total visibility and measurement– we are operating like a Swiss clock in the rapidly changing social media landscape.

 

Telstra 1.jpg

Figure 1: The ‘proof points’ for offering a dedicated internal employee community

 

Telstra 2.jpg

Figure 2: Growing our digital eco-system sees growth in the anchor tenants too

 

Lithium Social Web – the game changer

 

April 17, 2013 was the day Telstra launched Lithium Social Web (LSW) and transformed our customer’s service experience in social. The seamless workflow, simplistic user experience, social integration, prioritisation and immediacy saw expediential improvement to our customer’s digital service experience.

 

Pre-Lithium, Telstra manually tracked customer posts and replies via spreadsheets. This was, of course, not sustainable. A solution was needed to handle the immense growth of digital connections in social.

 

Adoption of the Lithium Social Web was the right solution.

 

Our digital customer care experienced has improved in six main areas:

 Telstra 3.jpg

Figure 3: The impact of Lithium Social Web on Telstra Digital Customer Care

 

LSW allows Telstra to provide authentic high quality customer service, create thriving digital communities and foster an internal self service culture.

 

What’s next?

 

We have made considerable progress on our digital journey – we must continue at pace as our customers’ expectations increase in a world gone digital.

 

At Telstra, we believe that in the next five years

 

  1. 5G will be standardised
  2. Networks will be optimised for traffic against specific services and media types
  3. Consumer devices will be dominant, but small devices for data sensing and processing will make up a significant percentage of mobile and Internet traffic.
  4. Telecom and other industries will be more platform shaped, with data becoming as important as products.
  5. The world will be faster, and more connected with a billion more participants in the global economy

 

For our digital eco-system and our communities we will continue at the pace our customers expect and we will deliver:

 

LinkedIn integration for business. Considering two new users join LinkedIn every second, it is central to the digital life of businesses, and we are implementing a system where users can login and register with Telstra through their LinkedIn profile.

 

Achieve a unified social ecosystem, integrating with the core enterprise social platform, to drive a self service culture.

 

Provide employees with the ability to access a greater repository of knowledge and address issues in real time.

 

In closing....

 

Telstra is over 100 years old and is now empowering customers and employees by democratising customer service through rich community peer to peer service.

 

We are increasing our investment in our digital service for customers through our multiyear Digital First program. This will give our customers even greater control of their accounts and services, technical appointments and support options

 

We are working to achieve an even more unified digital customer ecosystem through leveraging a wide range of Lithium’s products and services, as we continue our journey to deliver a brilliant connected future for our customers and Telstra.

 

 

Appendix: Telstra communities

 

Telstra 4.jpg

 Telstra 5.jpg

Telstra 6.jpg

Telstra 7.jpg

Telstra 8.jpg

Telstra 9.jpg

 

Telstra 11.jpg

Telstra 12.jpg

Telstra 13.jpg

Status:
2015 Lithy Submission

Lithys 2015: XL Axiata - Total Community All Star

By JaniceK

Lithys 2015: XL Axiata - Total Community All Star

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-27-2015 10:11 PM - edited ‎04-27-2015 10:18 PM

Company: XL Axiata XL Axiata logo.png

Entry submitted by: Yudhistira (yudis) Manager- Digital Community

Community: Xplor Forum (http://xplor.xl.co.id)  

Lithy category: Total Community All Star

 

XL Axiata (XL) is one of Indonesia largest mobile telco company with more than 45 million active customers which majorly prepaid and high growth on mobile data service penetration. Running 2 brands; XL which focus on digital-life segment and AXIS which focus on cost-conscious segment. We are well-known as always one step ahead the competition through our breakthrough in customer-centric products and services. Our brand promise is to fulfilling our customer’s potential by empowering them to access and explore what's important to them through mobile internet, with XL : Now, You Can!

 

Social Customer Experience (SCX) is the key success factor for consumer brands in Indonesia. Indonesia is always in the world’s top-5 in terms of social media user and activities. Conversations about brands are happening anytime, anywhere – making customer reference more trusted than advertising.

 

XL Axiata takes this seriously. We developed our social channels since 2010, and today we have scored remarkable achievements in Indonesia's social media space; our brand-focused social media channels (XL 123 and XL Rame) have more than 5 million in follower base, and our customer care-focused twitter (XL Care) has reached 5 million monthly impressions. But, we have 3 fundamental problems to be solved:

  • Our Brand-focused channels have a very wide audience base but low engagement
  • On the other side, our Care-focused has a smaller audience but a lot deeper engagement
  • People always want to contribute in any way (good or bad), there is an opportunity to convert their contribution to become useful for other people by creating a mechanism called customers help customers

 

The Lithium-powered community can solve these problems by synergizing the advantages and enabling us to bring our SCX to the next level:

  • Powering our social channels with the best tools available, and
  • Build our own community platform to get the most contribution from our social channels (big audience with deep engagement)

 

We began by taking a look at the world’s best NPS for Telco: GiffGaff. The story has inspired us to learn their method, understand their success, and what enables them to do so.

 

We want the best solution to achieve our objective. Therefore, we compared Lithium with other 8 world-class candidates. After one year of a comprehensive process, we came to a final decision to implement a Lithium-powered Community and Lithium Social Web as the best solution to our needs and strategic objectives.

 

Benefits of a Total Community

 

Developing a Lithium-powered community and implementing LSW at the same time has redefined our digital strategy in managing customer engagement, optimizing team performance, and improving overall customer experience journey.

 

Our strategy is Omnichannel Customer Engagement. The journey starts from wherever our customer wants: website, social media, instant messaging apps, self-help apps, service centers, call center or physical experience center. After they get what they need (inquiry, purchase, campaign respond, customer support, etc.), then we direct them to get a better experience and wider engagement with our community members on our integrated digital community platform.

 

XL Axiata 1.png

XL Axiata 2.png

Furthermore, to provide an end to end community experience and to create closer engagement between community members, we frequently initiated offline events; either XL-hosted or Community-hosted. We use our Digital Lifestyle Experience Physical Center (Xplor) or places that meet their interests to held the events. This strategy positions Xplor Forum as the first online & offline community in Indonesia.

 

XL Axiata 3.jpg

XL Axiata 4.jpg

 

Meanwhile, LSW has solved our issues around experience & engagement across social media channels. Previously, we used various tools to perform different tasks i.e. identify prioritization, distribute to agents in order to respond the conversations, following up with CRM tools, run scheduled campaigns, monitoring sentiments and other activities we need to focus on. Now, it is all powerfully done through LSW, seamlessly:

  • Easier for our agents to deal with customer problem and provide greater customer experience
  • Team performance can be monitored in real-time by superiors
  • And the most important thing, LSW has created direct impact to what our customer feels:
    • Faster response
    • Better engagement resulting from real time customer insight and interaction history
    • Richer response through sharing from other customer’s experience (customers help customers)

 

LSW has met all our objectives to provide the easiest, reliable, and engaging social customer experience through digital channels.

 

XL Axiata 5.png

 

Our Total Community results

 

We just launched Xplor Forum community publicly on April 9, 2015.

 

XL Axiata 6.png

(Caption) XL launched Xplor Forum. From left to right: Yudhistira, Manager-Digital Community -- Rashad Javier Sanchez, Chief Brand and Customer Experience Officer -- Noviyus Kurniawan, VP-Customer Experience Management

 

XL Axiata 7.png

XL Axiata 8.png

(Caption) Grand launching is covered by more than 50 national media press, including 2 national TVs.

 

Although we don't have many metrics to share right now, there are a few outcomes that bring us much optimism. Here are signs that we are off to a good start:

  • Achieved score 100 out of 100 in Google user experience index for our mobile site. Which is more than 80% of our traffic coming from mobile.

XL Axiata 9.jpg

  • Achieved our first 1,000 members resulting from 3 months soft launch to our loyal customers and their social media circles

XL Axiata 10.png

  • The #1 Google Search Result for keyword “Xplor Forum”, competing with many websites that carry “Xplor” and “Forum” within their names.

 XL Axiata 11.png

  • Achieved +64 Net Promoter Score. We survey all of our registered members with Net Promoter Score methods with 53% sample take up rate.

 

  • Achieved more than 1,000,000 impressions on Twitter resulting from 2 offline events we held. We involved Key Opinion Leaders with social media viral campaign method.

Company: XL Axiata XL Axiata logo.png

Entry submitted by: Yudhistira (yudis) Manager- Digital Community

Community: Xplor Forum (http://xplor.xl.co.id)  

Lithy category: Total Community All Star

 

XL Axiata (XL) is one of Indonesia largest mobile telco company with more than 45 million active customers which majorly prepaid and high growth on mobile data service penetration. Running 2 brands; XL which focus on digital-life segment and AXIS which focus on cost-conscious segment. We are well-known as always one step ahead the competition through our breakthrough in customer-centric products and services. Our brand promise is to fulfilling our customer’s potential by empowering them to access and explore what's important to them through mobile internet, with XL : Now, You Can!

 

Social Customer Experience (SCX) is the key success factor for consumer brands in Indonesia. Indonesia is always in the world’s top-5 in terms of social media user and activities. Conversations about brands are happening anytime, anywhere – making customer reference more trusted than advertising.

 

XL Axiata takes this seriously. We developed our social channels since 2010, and today we have scored remarkable achievements in Indonesia's social media space; our brand-focused social media channels (XL 123 and XL Rame) have more than 5 million in follower base, and our customer care-focused twitter (XL Care) has reached 5 million monthly impressions. But, we have 3 fundamental problems to be solved:

  • Our Brand-focused channels have a very wide audience base but low engagement
  • On the other side, our Care-focused has a smaller audience but a lot deeper engagement
  • People always want to contribute in any way (good or bad), there is an opportunity to convert their contribution to become useful for other people by creating a mechanism called customers help customers

 

The Lithium-powered community can solve these problems by synergizing the advantages and enabling us to bring our SCX to the next level:

  • Powering our social channels with the best tools available, and
  • Build our own community platform to get the most contribution from our social channels (big audience with deep engagement)

 

We began by taking a look at the world’s best NPS for Telco: GiffGaff. The story has inspired us to learn their method, understand their success, and what enables them to do so.

 

We want the best solution to achieve our objective. Therefore, we compared Lithium with other 8 world-class candidates. After one year of a comprehensive process, we came to a final decision to implement a Lithium-powered Community and Lithium Social Web as the best solution to our needs and strategic objectives.

 

Benefits of a Total Community

 

Developing a Lithium-powered community and implementing LSW at the same time has redefined our digital strategy in managing customer engagement, optimizing team performance, and improving overall customer experience journey.

 

Our strategy is Omnichannel Customer Engagement. The journey starts from wherever our customer wants: website, social media, instant messaging apps, self-help apps, service centers, call center or physical experience center. After they get what they need (inquiry, purchase, campaign respond, customer support, etc.), then we direct them to get a better experience and wider engagement with our community members on our integrated digital community platform.

 

XL Axiata 1.png

XL Axiata 2.png

Furthermore, to provide an end to end community experience and to create closer engagement between community members, we frequently initiated offline events; either XL-hosted or Community-hosted. We use our Digital Lifestyle Experience Physical Center (Xplor) or places that meet their interests to held the events. This strategy positions Xplor Forum as the first online & offline community in Indonesia.

 

XL Axiata 3.jpg

XL Axiata 4.jpg

 

Meanwhile, LSW has solved our issues around experience & engagement across social media channels. Previously, we used various tools to perform different tasks i.e. identify prioritization, distribute to agents in order to respond the conversations, following up with CRM tools, run scheduled campaigns, monitoring sentiments and other activities we need to focus on. Now, it is all powerfully done through LSW, seamlessly:

  • Easier for our agents to deal with customer problem and provide greater customer experience
  • Team performance can be monitored in real-time by superiors
  • And the most important thing, LSW has created direct impact to what our customer feels:
    • Faster response
    • Better engagement resulting from real time customer insight and interaction history
    • Richer response through sharing from other customer’s experience (customers help customers)

 

LSW has met all our objectives to provide the easiest, reliable, and engaging social customer experience through digital channels.

 

XL Axiata 5.png

 

Our Total Community results

 

We just launched Xplor Forum community publicly on April 9, 2015.

 

XL Axiata 6.png

(Caption) XL launched Xplor Forum. From left to right: Yudhistira, Manager-Digital Community -- Rashad Javier Sanchez, Chief Brand and Customer Experience Officer -- Noviyus Kurniawan, VP-Customer Experience Management

 

XL Axiata 7.png

XL Axiata 8.png

(Caption) Grand launching is covered by more than 50 national media press, including 2 national TVs.

 

Although we don't have many metrics to share right now, there are a few outcomes that bring us much optimism. Here are signs that we are off to a good start:

  • Achieved score 100 out of 100 in Google user experience index for our mobile site. Which is more than 80% of our traffic coming from mobile.

XL Axiata 9.jpg

  • Achieved our first 1,000 members resulting from 3 months soft launch to our loyal customers and their social media circles

XL Axiata 10.png

  • The #1 Google Search Result for keyword “Xplor Forum”, competing with many websites that carry “Xplor” and “Forum” within their names.

 XL Axiata 11.png

  • Achieved +64 Net Promoter Score. We survey all of our registered members with Net Promoter Score methods with 53% sample take up rate.

 

  • Achieved more than 1,000,000 impressions on Twitter resulting from 2 offline events we held. We involved Key Opinion Leaders with social media viral campaign method.

Status:
2015 Lithy Submission

Lithys 2015: MEO (Portugal Telecom) - Social ROI T...

By JaniceK

Lithys 2015: MEO (Portugal Telecom) - Social ROI Titan

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-28-2015 04:54 PM - edited ‎05-05-2015 06:54 AM

Company: MEO (Portugal Telecom) MEO_branco_rgb.jpg

Entry submitted by: Hugo Rebelo, Self Care Manager and Vanessa Simão (Vanessa_Simao

Community: MEO FÓRUM (https://forum.meo.pt/

Lithy category: Social ROI Titan

 

MEO is a fully owned subsidiary of PT Portugal, a leading telecommunications and multimedia operator based in Portugal. The company’s activities extend across all telecommunications segments: fixed line, mobile, multimedia, data and business solutions.


In the Portuguese market, PT is the leader in all segments it operates, with over 6 million mobile subscribers, 2.5 million wireline voice customers, 1.4 million pay-tv customers and 1.4 million broadband customers. PT is the pioneer and the market leader of convergent services, with a comprehensive offer of 3Play and 4Play bundles.


In 2014 domestic business revenues amounted to Eur 2,455 million. 

 

In April 2014 we launched the online community forum.meo.pt (MEO Forum), a user generated knowledge platform aimed at providing first aid care to customers, despite the service, brand or equipment they have, and at the same time promoting brand advocacy.

 

Integrated in a new digital strategy, where all digital customer touch-points are managed to ensure consistent brand experience and seamless customer journeys, the MEO Forum was launched as a crucial layer of our e-care channels framework.

 

MEO 1.png

Since day one we developed the MEO Forum to be fully aligned with the other MEO digital platforms and sites, ensuring the desired consistency and synergies:

  • Common digital brand guidelines
  • Fully integrated within meo.pt site, as the other main digital platforms such as the customer selfcare site, the help and support contents, or the online store
  • Leverage on the single sign on (Login) used by all the MEO sites ecosystem
  • Contribute to traffic and lead generation through strong SEO performance
  • Social media integration with facebook
  • Mobile first strategy to drive user experience and address increasing usage of smartphones

 

MEO 2.jpg

Being such a young community, our main objective was to increase MEO brand credibility and to become our customer’s first choice when searching for online support. We established 3 main goals for the project:

 

  1. Member acquisition and usage growth

During the first 9 monthsof existence, MEO Forum outperformed our estimates across all the relevant metrics:

  • 7.105 members were acquired, generating 20.444 new posts in a total of 662.352 visits
  • Each new topic resulted in 5 new response posts with 12% of them receiving Kudos
  • MEO Forum reached market leadership, overtaking the main competitor’s long established online community, with more than four years of activity (source: webspectator)

MEO 3.jpg

A comprehensive marketing campaign was implemented to support the project launch. Several communication techniques were used to promote the forum, such as email marketing, banners in our web sites, social media campaigns, as well as a few non digital communication channels.

 

Additionally, we leveraged on the existing MEO single sign on (a proprietary sign on service with over 2.5 million users) to simplify registration and removing an important barrier to customer adoption and participation.

 

2. Resolution rate and call deflection

 

The main purpose of having an online community was to provide good and credible first aid care to customers, in order to improve customer satisfaction and reduce customer care costs with traditional channels.

 

Since we launched the forum, we are recording a decrease in the percentage of customers who need to use another customer care channel after visiting the forum, either for posting or just browsing for a solution. We call this “Leakage” – in 2014 less than 5% of the MEO Forum visitors had to contact a traditional customer care channel within the following 7 days.

 

To ensure that the appropriate content is provided to the community to minimize leakage, we have dedicated staff members and moderators with complementary roles. Staff members are there to help customers with personal queries and are the official voice of MEO. Moderators help to moderate the community, controlling members’ behavior, providing support in most of the community questions, and also generating new content.

 

Technical tutorials created by our moderators and other loyal and more active members, are appreciated by the community and contribute greatly to this decrease. They have high page views numbers and are also used by our technical staff.

 

MEO 4.jpg

3. Customer journeys optimisation and customer listening

 

As customer journeys are becoming increasingly digital, the number of customers that are firstly searching for help in the internet is growing consistently.

 

With the launch of MEO Forum, we intended to bridge the gap in our digital presence, providing our customers with a branded and credible online community where they can interact with other members to solve their service queries.

 

As more and more of these customer journeys begin with a Google search, SEO becomes top priority when it comes to implement good customer experiences. The quality of the content created by the online community and the increasing number of visits is generating more SEO traffic to our MEO website, fueling lead generation and engagement with the brand. As of December 2014, 9% of the meo.pt website SEO traffic was generated by MEO Forum.

MEO 5.jpg

MEO Forum strategy has been focusing on community listening to better understand our customer needs and provide valuable and timely information to the organization.

 

Today our help and support team and customer care teams are regularly updating their contents and processes based on insights from the community, which demonstrates how the MEO Forum helping to transform the way we serve our customers, beyond the digital frontier.

 

ROI

 

Despite the early stage of development, MEO Forum recorded fast growing adoption and usage metrics. In the last 12 months we had over 900 thousand visitors, which is close to 20% of the Portuguese population with internet access.

 

Based on the results achieved by the MEO Forum, and considering the outcomes of an online survey we conducted on the community website, we built a ROI model where we estimate savings in customer contact deflection of approximately € 560.000 during these first 12 months of activity.

 

MEO 6.png


Company: MEO (Portugal Telecom) MEO_branco_rgb.jpg

Entry submitted by: Hugo Rebelo, Self Care Manager and Vanessa Simão (Vanessa_Simao

Community: MEO FÓRUM (https://forum.meo.pt/

Lithy category: Social ROI Titan

 

MEO is a fully owned subsidiary of PT Portugal, a leading telecommunications and multimedia operator based in Portugal. The company’s activities extend across all telecommunications segments: fixed line, mobile, multimedia, data and business solutions.


In the Portuguese market, PT is the leader in all segments it operates, with over 6 million mobile subscribers, 2.5 million wireline voice customers, 1.4 million pay-tv customers and 1.4 million broadband customers. PT is the pioneer and the market leader of convergent services, with a comprehensive offer of 3Play and 4Play bundles.


In 2014 domestic business revenues amounted to Eur 2,455 million. 

 

In April 2014 we launched the online community forum.meo.pt (MEO Forum), a user generated knowledge platform aimed at providing first aid care to customers, despite the service, brand or equipment they have, and at the same time promoting brand advocacy.

 

Integrated in a new digital strategy, where all digital customer touch-points are managed to ensure consistent brand experience and seamless customer journeys, the MEO Forum was launched as a crucial layer of our e-care channels framework.

 

MEO 1.png

Since day one we developed the MEO Forum to be fully aligned with the other MEO digital platforms and sites, ensuring the desired consistency and synergies:

  • Common digital brand guidelines
  • Fully integrated within meo.pt site, as the other main digital platforms such as the customer selfcare site, the help and support contents, or the online store
  • Leverage on the single sign on (Login) used by all the MEO sites ecosystem
  • Contribute to traffic and lead generation through strong SEO performance
  • Social media integration with facebook
  • Mobile first strategy to drive user experience and address increasing usage of smartphones

 

MEO 2.jpg

Being such a young community, our main objective was to increase MEO brand credibility and to become our customer’s first choice when searching for online support. We established 3 main goals for the project:

 

  1. Member acquisition and usage growth

During the first 9 monthsof existence, MEO Forum outperformed our estimates across all the relevant metrics:

  • 7.105 members were acquired, generating 20.444 new posts in a total of 662.352 visits
  • Each new topic resulted in 5 new response posts with 12% of them receiving Kudos
  • MEO Forum reached market leadership, overtaking the main competitor’s long established online community, with more than four years of activity (source: webspectator)

MEO 3.jpg

A comprehensive marketing campaign was implemented to support the project launch. Several communication techniques were used to promote the forum, such as email marketing, banners in our web sites, social media campaigns, as well as a few non digital communication channels.

 

Additionally, we leveraged on the existing MEO single sign on (a proprietary sign on service with over 2.5 million users) to simplify registration and removing an important barrier to customer adoption and participation.

 

2. Resolution rate and call deflection

 

The main purpose of having an online community was to provide good and credible first aid care to customers, in order to improve customer satisfaction and reduce customer care costs with traditional channels.

 

Since we launched the forum, we are recording a decrease in the percentage of customers who need to use another customer care channel after visiting the forum, either for posting or just browsing for a solution. We call this “Leakage” – in 2014 less than 5% of the MEO Forum visitors had to contact a traditional customer care channel within the following 7 days.

 

To ensure that the appropriate content is provided to the community to minimize leakage, we have dedicated staff members and moderators with complementary roles. Staff members are there to help customers with personal queries and are the official voice of MEO. Moderators help to moderate the community, controlling members’ behavior, providing support in most of the community questions, and also generating new content.

 

Technical tutorials created by our moderators and other loyal and more active members, are appreciated by the community and contribute greatly to this decrease. They have high page views numbers and are also used by our technical staff.

 

MEO 4.jpg

3. Customer journeys optimisation and customer listening

 

As customer journeys are becoming increasingly digital, the number of customers that are firstly searching for help in the internet is growing consistently.

 

With the launch of MEO Forum, we intended to bridge the gap in our digital presence, providing our customers with a branded and credible online community where they can interact with other members to solve their service queries.

 

As more and more of these customer journeys begin with a Google search, SEO becomes top priority when it comes to implement good customer experiences. The quality of the content created by the online community and the increasing number of visits is generating more SEO traffic to our MEO website, fueling lead generation and engagement with the brand. As of December 2014, 9% of the meo.pt website SEO traffic was generated by MEO Forum.

MEO 5.jpg

MEO Forum strategy has been focusing on community listening to better understand our customer needs and provide valuable and timely information to the organization.

 

Today our help and support team and customer care teams are regularly updating their contents and processes based on insights from the community, which demonstrates how the MEO Forum helping to transform the way we serve our customers, beyond the digital frontier.

 

ROI

 

Despite the early stage of development, MEO Forum recorded fast growing adoption and usage metrics. In the last 12 months we had over 900 thousand visitors, which is close to 20% of the Portuguese population with internet access.

 

Based on the results achieved by the MEO Forum, and considering the outcomes of an online survey we conducted on the community website, we built a ROI model where we estimate savings in customer contact deflection of approximately € 560.000 during these first 12 months of activity.

 

MEO 6.png

Status:
2015 Lithy Submission

Lithys 2015: Turkcell - Support Savings MVP

By JaniceK

Lithys 2015: Turkcell - Support Savings MVP

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-27-2015 08:43 PM - edited ‎05-05-2015 06:50 AM

Company: Turkcell  Turkcell logo.jpg

Entry submitted by: Mustafa Altay (mustafaaltay) UX Information Architect

Community: Turkcell Forum (https://forum.turkcell.com.tr/)

Lithy category: Support Savings MVP

 

GSM-based mobile communication in Turkey began when Turkcell commenced operations in February 1994. Since then, it has continuously increased the variety of its services based on mobile audio and data communication, as well as on its quality levels and as a result, its number of subscribers.

 

Turkcell is a regional leader by being the market leader in five countries out of nine it operates in. Turkcell, with its wide coverage area and diverse range of services abroad, is able to provide its subscribers with mobile communication services both in Turkey and around the world.

 

Before Turkcell Forum implementation Turkcell only use social media channels like FB, twitter as two way communication. Customers became more online and want to touch companies online. Turkcell had to adapt these changes in customer behavior. So, Turkcell changed its digital strategy to one way communication to two-way communication. Turkcell believes that two-way communication reveals invaluable information about customer needs and buying habits, and this gives Turkcell a vital edge over its competitors.

 

Recently a large number of companies offering web-based customer opinion platforms have emerged worldwide, providing them with the opportunity to articulate their experiences and comments on products and services. Turkcell recognized that it is not about a platform, it is all about culture and strategy.

 

Turkcell has the best customer support in all areas. As a leading technology company, Turkcell believes in online channels. E-WOM is getting more pervasive and more important in purchase decision-making and customer support. Most of the companies sees online channels as an alternative to traditional support centers. We believe in our customers and omni channel interactions. As a strategy to shift from traditional customer care to digital customer care, we aim to implement true continuity of customer experience.

 

Turkcell aims to use the persuasive effect of E-WOM for following reasons and based its strategy according to them:

 

  1. The information provided by WOM is perceived as being more credible than that provided commercially since most WOMs are from peers, relatives, friends and the third party whom one trusts more;
  2. WOM is a two-way communication, not a one-way propaganda;
  3. WOM provides potential customers with user experience to reduce purchase risk and uncertainty;
  4. Since WOM is live and can instantly respond to inquiries, it can provide more complete and relevant information. Word-of-mouth has been proven to be an effective method of obtaining useful information for purchase decisions.

 

Customers believe in peer advice and begin to respond customer queries and provide customer service. Thus, Turkcell defines its Digital customer care strategy in 3 categories:

 

Turkcell chart 8.jpg

 

Paradigm shift in customer experience is a long path and it must be considered as change management project. With these awareness Turkcell promotes first Forum implementation. After baby-sitting period, next phases started according to Business value-Complexity matrix in Q2 of 2015. Phase 2 covers all the items listed above.

 

Not only Turkcell aims to lower costs but also enhance customer care, richer differentiation and higher brand advocacy. After establishing a digital presence, Turkcell will start devising creative social strategies across all major platforms to engage with active audiences.

 

To sum up, Turkcell redesigns its organization around customers in a customized, relevant way. By listening customers, Turkcell will know exactly what customers are doing, and understand the context of where they are in their journey with Turkcell. This is all enabled by the right strategy and digital paradigm shift.

 

Changes in customer care organization

 

Turkcell wants to manage customer relationships in one place. With intelligent context and insights to customers, Turkcell can be quick, agile and smart with its relationships. Turkcell Forum is a central concept that businesses need to understand deeply and integrate fully, in order to serve the social customer. Turkcell will combine all digital customer care in a single organization. With dynamic FAQ creation, peer advice and user generated content will be the basis of success. So Turkcell begins digital paradigm shift and organization according to omnichannel strategy.

 

Business results

 

Social media and emerging technologies have transformed the way the world communicates. From being available on social networks to reaching out through interactive and mobile resources, businesses are evolving their customer experience efforts to support the new ‘Connected Consumer’. So, in order to shift in servicing and customer experience, you have to invest in your strategy. Turkcell is already aware of the process and measure every step in change management. With quantifiable results and targets it is easy to rationalize the investment in Turkcell E-Care solutions to top management.

 

Turkcell launches its Forum in June 2014. Turkcell plans to double every figure in Forum in the first half of 2015.

 

After the first steps taken and user base extended, Turkcell will implement other modules in E care platform. 

 

 

Turkcell chart 2.png

 

Turkcell chart 4.jpg

Turkcell chart 5.jpg

Turkcell chart 6.jpg

Turkcell chart 7.png

 

 

 

 


Company: Turkcell  Turkcell logo.jpg

Entry submitted by: Mustafa Altay (mustafaaltay) UX Information Architect

Community: Turkcell Forum (https://forum.turkcell.com.tr/)

Lithy category: Support Savings MVP

 

GSM-based mobile communication in Turkey began when Turkcell commenced operations in February 1994. Since then, it has continuously increased the variety of its services based on mobile audio and data communication, as well as on its quality levels and as a result, its number of subscribers.

 

Turkcell is a regional leader by being the market leader in five countries out of nine it operates in. Turkcell, with its wide coverage area and diverse range of services abroad, is able to provide its subscribers with mobile communication services both in Turkey and around the world.

 

Before Turkcell Forum implementation Turkcell only use social media channels like FB, twitter as two way communication. Customers became more online and want to touch companies online. Turkcell had to adapt these changes in customer behavior. So, Turkcell changed its digital strategy to one way communication to two-way communication. Turkcell believes that two-way communication reveals invaluable information about customer needs and buying habits, and this gives Turkcell a vital edge over its competitors.

 

Recently a large number of companies offering web-based customer opinion platforms have emerged worldwide, providing them with the opportunity to articulate their experiences and comments on products and services. Turkcell recognized that it is not about a platform, it is all about culture and strategy.

 

Turkcell has the best customer support in all areas. As a leading technology company, Turkcell believes in online channels. E-WOM is getting more pervasive and more important in purchase decision-making and customer support. Most of the companies sees online channels as an alternative to traditional support centers. We believe in our customers and omni channel interactions. As a strategy to shift from traditional customer care to digital customer care, we aim to implement true continuity of customer experience.

 

Turkcell aims to use the persuasive effect of E-WOM for following reasons and based its strategy according to them:

 

  1. The information provided by WOM is perceived as being more credible than that provided commercially since most WOMs are from peers, relatives, friends and the third party whom one trusts more;
  2. WOM is a two-way communication, not a one-way propaganda;
  3. WOM provides potential customers with user experience to reduce purchase risk and uncertainty;
  4. Since WOM is live and can instantly respond to inquiries, it can provide more complete and relevant information. Word-of-mouth has been proven to be an effective method of obtaining useful information for purchase decisions.

 

Customers believe in peer advice and begin to respond customer queries and provide customer service. Thus, Turkcell defines its Digital customer care strategy in 3 categories:

 

Turkcell chart 8.jpg

 

Paradigm shift in customer experience is a long path and it must be considered as change management project. With these awareness Turkcell promotes first Forum implementation. After baby-sitting period, next phases started according to Business value-Complexity matrix in Q2 of 2015. Phase 2 covers all the items listed above.

 

Not only Turkcell aims to lower costs but also enhance customer care, richer differentiation and higher brand advocacy. After establishing a digital presence, Turkcell will start devising creative social strategies across all major platforms to engage with active audiences.

 

To sum up, Turkcell redesigns its organization around customers in a customized, relevant way. By listening customers, Turkcell will know exactly what customers are doing, and understand the context of where they are in their journey with Turkcell. This is all enabled by the right strategy and digital paradigm shift.

 

Changes in customer care organization

 

Turkcell wants to manage customer relationships in one place. With intelligent context and insights to customers, Turkcell can be quick, agile and smart with its relationships. Turkcell Forum is a central concept that businesses need to understand deeply and integrate fully, in order to serve the social customer. Turkcell will combine all digital customer care in a single organization. With dynamic FAQ creation, peer advice and user generated content will be the basis of success. So Turkcell begins digital paradigm shift and organization according to omnichannel strategy.

 

Business results

 

Social media and emerging technologies have transformed the way the world communicates. From being available on social networks to reaching out through interactive and mobile resources, businesses are evolving their customer experience efforts to support the new ‘Connected Consumer’. So, in order to shift in servicing and customer experience, you have to invest in your strategy. Turkcell is already aware of the process and measure every step in change management. With quantifiable results and targets it is easy to rationalize the investment in Turkcell E-Care solutions to top management.

 

Turkcell launches its Forum in June 2014. Turkcell plans to double every figure in Forum in the first half of 2015.

 

After the first steps taken and user base extended, Turkcell will implement other modules in E care platform. 

 

 

Turkcell chart 2.png

 

Turkcell chart 4.jpg

Turkcell chart 5.jpg

Turkcell chart 6.jpg

Turkcell chart 7.png

 

 

 

 

Status:
2015 Lithy Submission

Lithys 2015: HP - Most Creative Community Promotio...

By JaniceK

Lithys 2015: HP - Most Creative Community Promotion or Launch

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-27-2015 10:48 PM - edited ‎05-04-2015 12:44 PM

Company: HP HP logo.png

Entry submitted by: Siobhan Flanigan (Siobhan) Social Customer Care

Community: HP Support Forums (http://h30434.www3.hp.com/)

Lithy category: Most Creative  Community Promotion or Launch

 

HP creates new possibilities for technology to have a meaningful impact on people, businesses, governments and society. With the broadest technology portfolio spanning printing, personal systems, software, services and IT infrastructure, HP delivers solutions for customers’ most complex challenges in every region of the world. More information about HP (NYSE: HPQ) is available at http://www.hp.com

 

The goal of our Community promotion

HP 1.png

Imagine being able to gather insights that saved your company a million dollars, got your senior vice president to actively promote your community, and spiked every key performance metric for the cost of a few pizzas.

 

HP achieves this with HP Expert Days. These virtual events held on the HP Support Forums let customers connect with the employees who designed their product or wrote the manual. 

 

Customers love the event because they have access to the brightest minds in HP and can get help on any question they have whether or not the product is in or out of warranty. In addition, they can learn new ways to use their products such as how to set up a wireless network to print or stream a program to their TV.  Also since the HP Support Forums are optimized for search engines, posts with answers are viewed around 2,000 times. This means that customers are able to view the answers long after the day has ended.

 

The HP Expert video explains what the event is by driving awareness.

 

Months before the event, HP creates the materials needed to promote the event. By working closely with marketing, HP promotes the event on key sites such as Twitter, Facebook, LinkedIn, Google+, Instagram, Pinterest and now YouTube.

 

HP 2.jpg

The most recent and important promotion is the HP Expert Day video.  A well-produced video increases information retention by 50% and speeds-up buying decisions by 72% over a print brochure.* Making a video on HP Expert Day was a critical way to improve customer’s understanding about what HP Expert Day is and why they should visit the community.

 

*Source: The Wharton School of Business at the University of Pennsylvania

 

The results

 

HP Expert Days impact every community metric tracked.

 

HP 3.png

HP Expert Days connects our most valuable employees with our customers. For customers, it means that they can get an unparalleled level of expertise, which increases customer loyalty. It’s not every day that customers want to buy employees a beer.

“Your advice worked - thanks. If you ever come to Denmark I'll buy you a beer.”

 

Here are some other comments community members made:

“Thanks!!! It worked!! YOU ROCK! LOVE HP!”

“Again, thank you. It is comforting to know that the forums provide an excellent source for information in resolving issues.”

“You've DONE IT!!!  You've managed to walk me through this mess….I thank you with all my heart.”

 

Our video

 

 


Company: HP HP logo.png

Entry submitted by: Siobhan Flanigan (Siobhan) Social Customer Care

Community: HP Support Forums (http://h30434.www3.hp.com/)

Lithy category: Most Creative  Community Promotion or Launch

 

HP creates new possibilities for technology to have a meaningful impact on people, businesses, governments and society. With the broadest technology portfolio spanning printing, personal systems, software, services and IT infrastructure, HP delivers solutions for customers’ most complex challenges in every region of the world. More information about HP (NYSE: HPQ) is available at http://www.hp.com

 

The goal of our Community promotion

HP 1.png

Imagine being able to gather insights that saved your company a million dollars, got your senior vice president to actively promote your community, and spiked every key performance metric for the cost of a few pizzas.

 

HP achieves this with HP Expert Days. These virtual events held on the HP Support Forums let customers connect with the employees who designed their product or wrote the manual. 

 

Customers love the event because they have access to the brightest minds in HP and can get help on any question they have whether or not the product is in or out of warranty. In addition, they can learn new ways to use their products such as how to set up a wireless network to print or stream a program to their TV.  Also since the HP Support Forums are optimized for search engines, posts with answers are viewed around 2,000 times. This means that customers are able to view the answers long after the day has ended.

 

The HP Expert video explains what the event is by driving awareness.

 

Months before the event, HP creates the materials needed to promote the event. By working closely with marketing, HP promotes the event on key sites such as Twitter, Facebook, LinkedIn, Google+, Instagram, Pinterest and now YouTube.

 

HP 2.jpg

The most recent and important promotion is the HP Expert Day video.  A well-produced video increases information retention by 50% and speeds-up buying decisions by 72% over a print brochure.* Making a video on HP Expert Day was a critical way to improve customer’s understanding about what HP Expert Day is and why they should visit the community.

 

*Source: The Wharton School of Business at the University of Pennsylvania

 

The results

 

HP Expert Days impact every community metric tracked.

 

HP 3.png

HP Expert Days connects our most valuable employees with our customers. For customers, it means that they can get an unparalleled level of expertise, which increases customer loyalty. It’s not every day that customers want to buy employees a beer.

“Your advice worked - thanks. If you ever come to Denmark I'll buy you a beer.”

 

Here are some other comments community members made:

“Thanks!!! It worked!! YOU ROCK! LOVE HP!”

“Again, thank you. It is comforting to know that the forums provide an excellent source for information in resolving issues.”

“You've DONE IT!!!  You've managed to walk me through this mess….I thank you with all my heart.”

 

Our video

 

 

Status:
2015 Lithy Submission

Lithys 2015: Leroy Merlin Espana - Most Creative C...

By JaniceK

Company: Leroy Merlin Espana Leroy Merlin logo.png

Entry submitted by: Francisco Campos Dominguez (PacoCampos) Social Media Manager

Community: Comunidad Leroy Merlin  (https://comunidad.leroymerlin.es/

LSW social channels: 

https://es-la.facebook.com/leroymerlines

https://twitter.com/leroymerlin_es

https://www.youtube.com/user/leroymerlines

https://instagram.com/leroymerlines/

https://es.pinterest.com/leroymerlines/

Lithy category: Most Creative Community Promotion or Launch

 

Leroy Merlin Background

 

Leroy Merlin is the home improvement leader with 58 stores and has been in Spain for the last 25 years. Part of the ADEO Group, Leroy Merlin is the European home improvement retail leader.

Leroy Merlin is an innovative company in which the term "employee" is not used, because 94% of the 8,000 people who work there are shareholders, and for that reason they are called "collaborators.”

 

The company’s values are:

  • Share the will
  • Share the knowledge
  • Share the power
  • Share the ownership

 

The company culture of sharing, co-constructing and co-directing, is in the DNA of each "collaborator" and therefore Leroy Merlin Spain is a “community” in itself.

 

The Community: The heart of social evolution

 

The company’s culture of "sharing" among consumers is growing every year. The new consumer wants to know the experiences of other customers before they buy. Leroy Merlin understands that  willingness to "share" is important, but not as important as the brands that are willing to listen and act accordingly. 

 

There are many threats and opportunities that this new culture generates, but there are many strategies to overcome them. Leroy Merlin is aware that the "culture of sharing" is part of the company DNA so it decided that social evolution must be a priority. 

 

The goal was to increase the productivity of each "collaborator" of each department, including: central purchasing, human resources, brick and mortar store teams, etc... In short, the entire company adapted the mission and started executing the new rules for the “new consumer.” 

 

The strategy was to "truly be social and not just seem social.” This means that each "partner" should know the opportunities and concerns that the new environment poses in the company’s "mission" and every individual in the company is responsible to seize it. The option of trying to “seem social” in all the social activity in the marketing department was discarded.

 

The tactics focused on creating three major points between customers, employees and partners in order to be successful. The three points of contact are:

1.    Official social media channels in the most important and relevant social networks:

a.    It is the meeting point between acquaintances and friends

2.    Physical stores (58 stores throughout Spain):

a.    Physical meeting points between customers and employees

3.    Web + Sites related:

a.    A digital meeting point between people who are passionate about home improvement in Spain was the heart of the social strategy

 

The operation kicked off in in 2012 with the launch and continued development of Leroy Merlin’s social profiles on Facebook, Twitter, YouTube, Instagram and Pinterest with three objectives:

1.    Investigate and test: there were several thousands of activation strategies and touch-points with customers and collaborators that Leroy Merlin considered an "internal and external social laboratory" of the future community

2.    Recruiting: engaging users with social content to facilitate the subsequent launch of the Leroy Merlin community

3.    Define and optimize processes: internally listen to feedback to ensure the company is prepared to enable customers to propose improvements in the community.

 

After nearly two years of actively listening, the Leroy Merlin community launched in December 2014. It became the heart of Leroy Merlin and the online destination for professional opinion leaders, "home improvement" customers, DIY lovers, partners, collaborators, installers, etc. It became the place where people can learn and share their concerns, experiences and projects to do more and improve their home.

 

Social networks are formed by groups of friends who may or may not have common interests, and Communities are for groups of people unknown to each other but who share interests. The objective between 2011-2014 was to achieve a high volume of relationships with groups of friends in social networks (500,000+ followers and 26,000,000+ video views) and the end of 2015 was to use these relationships to enhance the discussions generated in the new Community. Four months later, the traffic from social networking accounts was 46.25 % of the total traffic to the Community. Leroy Merlin has a "Total Community."

 

Why participate in the Leroy Merlin Community and not another? This was the point from which Leroy Merlin started defining the Community, and the three reasons they determined were:

1.    Not only to assist other users, but the Community has hundreds of experts who can help solve consumer’s doubts

2.    Not only can consumers interact and learn in the online space, but physically too by attending weekly in-person events organized in Leroy Merlin stores

3.    Not only can consumers read recommendations of other consumers’ solutions, but they can also buy products needed to improve their homes.

 

In order to realize these objectives, in 2014 Leroy Merlin selected and trained over 80 store volunteers – called animators  - who carried out the company’s mission in each of the 58 stores. The goal for 2015 is to bring 200 new animators to ensure internal and external buzz, and to continue listening and learning from customers.

 

To measure the success of the Community, Leroy Merlin focused on four main KPIs

1.    Number of visits: Whenever a client resolves a question by visiting the Community, the company saves hours of customer service in stores, improves brand image and increases commercial potential

2.    Number of content generated: Whenever members of the Community generate content for free, the company saves the cost of producing marketing/corporate materials

3.    Number of visits to the store: Every time the Community drives a customer to visit the online store a sales opportunity is generated

4.    Number of business opportunities enabled: Each time the stores detected an opportunity to improve service to customers and activate the company in the community that improves its profitability and brand image

 

The best promotion is to use it

 

The company is committed to "truly being social, and not just seeming social”. The launch of the Community made it very clear that participating and sharing in the Community and other social networks is part of the larger goal of having each client and collaborator meet their individual goals with social. The Community does that by providing peer-support, product reviews, questions answered by experts, etc. to help enrich their shopping experience.  

 

The communication strategy of the Community launch went through the organic integration of it as a new feature that facilitates and improves all points of contact between the brand and its customers; all while fostering a new dimension of engagement. 

 

Every collaborator, every store and every department of the company is responsible for using this new tool – the Community - and the ease of use to customers allows the company to create a much more continuous and close relationship with customers. 

 

Leroy Merlin took an omni-channel, organic approach that improved over-time and which integrated into the daily lives of customers, employees and partners. By using the Community, all they key stakeholders were able to achieve their goals.  

 

The model has involved a more gradual release, but identified by four major phases:

 

  1. Focus on the integration of employees. 
    • Milestone: Achieving critical mass of content and animators. Leroy Merlin focused on the 8,000 company employees understanding and living the evolution of this mission. They created monthly streaming, physical training as well as distributed 26 mobile terminals to “Super-animators,” meaning they created private groups in the Community to address their doubts and questions.  The next steps are the selection, training and integration of 150 new animators from all departments to ensure the best customer experience and better guidance to 8,000 employees.  
    • How: https://youtu.be/VysNZtAysMQ

Leroy Merlin 1.jpg

    • Results (first three months):
      • +85 Animators (employees in the stores) active in the community.
      • +4,300 pieces of content

2. Focus on the integration of customers.

 

 

    • Milestone: Achieving critical mass of customers 

 

Leroy Merlin focused on publicizing the Community to all customers in a personalized way with different points of contact with the brand, on and offline.Communication and promotional messages of the Community were led by customers.

 

    • How to:

Posters in shops formed by the actual client projects, event flyers in checkout lines, workshops and demos in stores to help customers improve their homes, web banners, presence guides brochures, related magazines, websites to sharpen the content strategy. 

 

In order to emphasize collaboration with TV, Bricomanía which airs weekly on Antena 3, has incorporated a 2-minute video in which one of the Leroy Merlin community members has a project and is interviewed in the program and commissioned to introduce the Community to the rest of lovers in the world of DIY, decoration, garden, etc.

 

Leroy Merlin 2.jpg

    • Results (first three months):
      • + 2,000 registrations completed
      • + 15,000 members
      • + 363.737 minutes online (24.2 minutes per member)
      • + 50 community members have been contacted to meet them and become ambassadors and leaders of our communication campaign.

 

3. Focus on the integration of partners.

 

    • Milestone: Achieve critical mass of partners 

 

Leroy Merlin focused on B2B, to publicize and integrate strategic partners such as the group of bloggers, installers and architects, to launch a personalized relationship model for each group. 

 

    • How

 

Leroy Merlin 3.png

First steps: 

    • Leroy Merlin has an internal platform with over 50 bloggers with whom they have begun to work together to co-create. They also have a group of 10 installers who are working together on integration.

 

4. Focus on the integration of suppliers.

 

    • Milestone: Activation of Social Commerce 

 

Leroy Merlin focused on linking the Community with the range of products, launching the ability for users to test and evaluate products. 

 

    • How:

Leroy Merlin 4.jpg

First steps:

    • In a phase called a "Club of Testers," was accessed by the "Super-users" of the Community once they reached that level.  It allowed them to test products and helped define and co-create social commerce with the client.

 

Our video

 

 


Company: Leroy Merlin Espana Leroy Merlin logo.png

Entry submitted by: Francisco Campos Dominguez (PacoCampos) Social Media Manager

Community: Comunidad Leroy Merlin  (https://comunidad.leroymerlin.es/

LSW social channels: 

https://es-la.facebook.com/leroymerlines

https://twitter.com/leroymerlin_es

https://www.youtube.com/user/leroymerlines

https://instagram.com/leroymerlines/

https://es.pinterest.com/leroymerlines/

Lithy category: Most Creative Community Promotion or Launch

 

Leroy Merlin Background

 

Leroy Merlin is the home improvement leader with 58 stores and has been in Spain for the last 25 years. Part of the ADEO Group, Leroy Merlin is the European home improvement retail leader.

Leroy Merlin is an innovative company in which the term "employee" is not used, because 94% of the 8,000 people who work there are shareholders, and for that reason they are called "collaborators.”

 

The company’s values are:

  • Share the will
  • Share the knowledge
  • Share the power
  • Share the ownership

 

The company culture of sharing, co-constructing and co-directing, is in the DNA of each "collaborator" and therefore Leroy Merlin Spain is a “community” in itself.

 

The Community: The heart of social evolution

 

The company’s culture of "sharing" among consumers is growing every year. The new consumer wants to know the experiences of other customers before they buy. Leroy Merlin understands that  willingness to "share" is important, but not as important as the brands that are willing to listen and act accordingly. 

 

There are many threats and opportunities that this new culture generates, but there are many strategies to overcome them. Leroy Merlin is aware that the "culture of sharing" is part of the company DNA so it decided that social evolution must be a priority. 

 

The goal was to increase the productivity of each "collaborator" of each department, including: central purchasing, human resources, brick and mortar store teams, etc... In short, the entire company adapted the mission and started executing the new rules for the “new consumer.” 

 

The strategy was to "truly be social and not just seem social.” This means that each "partner" should know the opportunities and concerns that the new environment poses in the company’s "mission" and every individual in the company is responsible to seize it. The option of trying to “seem social” in all the social activity in the marketing department was discarded.

 

The tactics focused on creating three major points between customers, employees and partners in order to be successful. The three points of contact are:

1.    Official social media channels in the most important and relevant social networks:

a.    It is the meeting point between acquaintances and friends

2.    Physical stores (58 stores throughout Spain):

a.    Physical meeting points between customers and employees

3.    Web + Sites related:

a.    A digital meeting point between people who are passionate about home improvement in Spain was the heart of the social strategy

 

The operation kicked off in in 2012 with the launch and continued development of Leroy Merlin’s social profiles on Facebook, Twitter, YouTube, Instagram and Pinterest with three objectives:

1.    Investigate and test: there were several thousands of activation strategies and touch-points with customers and collaborators that Leroy Merlin considered an "internal and external social laboratory" of the future community

2.    Recruiting: engaging users with social content to facilitate the subsequent launch of the Leroy Merlin community

3.    Define and optimize processes: internally listen to feedback to ensure the company is prepared to enable customers to propose improvements in the community.

 

After nearly two years of actively listening, the Leroy Merlin community launched in December 2014. It became the heart of Leroy Merlin and the online destination for professional opinion leaders, "home improvement" customers, DIY lovers, partners, collaborators, installers, etc. It became the place where people can learn and share their concerns, experiences and projects to do more and improve their home.

 

Social networks are formed by groups of friends who may or may not have common interests, and Communities are for groups of people unknown to each other but who share interests. The objective between 2011-2014 was to achieve a high volume of relationships with groups of friends in social networks (500,000+ followers and 26,000,000+ video views) and the end of 2015 was to use these relationships to enhance the discussions generated in the new Community. Four months later, the traffic from social networking accounts was 46.25 % of the total traffic to the Community. Leroy Merlin has a "Total Community."

 

Why participate in the Leroy Merlin Community and not another? This was the point from which Leroy Merlin started defining the Community, and the three reasons they determined were:

1.    Not only to assist other users, but the Community has hundreds of experts who can help solve consumer’s doubts

2.    Not only can consumers interact and learn in the online space, but physically too by attending weekly in-person events organized in Leroy Merlin stores

3.    Not only can consumers read recommendations of other consumers’ solutions, but they can also buy products needed to improve their homes.

 

In order to realize these objectives, in 2014 Leroy Merlin selected and trained over 80 store volunteers – called animators  - who carried out the company’s mission in each of the 58 stores. The goal for 2015 is to bring 200 new animators to ensure internal and external buzz, and to continue listening and learning from customers.

 

To measure the success of the Community, Leroy Merlin focused on four main KPIs

1.    Number of visits: Whenever a client resolves a question by visiting the Community, the company saves hours of customer service in stores, improves brand image and increases commercial potential

2.    Number of content generated: Whenever members of the Community generate content for free, the company saves the cost of producing marketing/corporate materials

3.    Number of visits to the store: Every time the Community drives a customer to visit the online store a sales opportunity is generated

4.    Number of business opportunities enabled: Each time the stores detected an opportunity to improve service to customers and activate the company in the community that improves its profitability and brand image

 

The best promotion is to use it

 

The company is committed to "truly being social, and not just seeming social”. The launch of the Community made it very clear that participating and sharing in the Community and other social networks is part of the larger goal of having each client and collaborator meet their individual goals with social. The Community does that by providing peer-support, product reviews, questions answered by experts, etc. to help enrich their shopping experience.  

 

The communication strategy of the Community launch went through the organic integration of it as a new feature that facilitates and improves all points of contact between the brand and its customers; all while fostering a new dimension of engagement. 

 

Every collaborator, every store and every department of the company is responsible for using this new tool – the Community - and the ease of use to customers allows the company to create a much more continuous and close relationship with customers. 

 

Leroy Merlin took an omni-channel, organic approach that improved over-time and which integrated into the daily lives of customers, employees and partners. By using the Community, all they key stakeholders were able to achieve their goals.  

 

The model has involved a more gradual release, but identified by four major phases:

 

  1. Focus on the integration of employees. 
    • Milestone: Achieving critical mass of content and animators. Leroy Merlin focused on the 8,000 company employees understanding and living the evolution of this mission. They created monthly streaming, physical training as well as distributed 26 mobile terminals to “Super-animators,” meaning they created private groups in the Community to address their doubts and questions.  The next steps are the selection, training and integration of 150 new animators from all departments to ensure the best customer experience and better guidance to 8,000 employees.  
    • How: https://youtu.be/VysNZtAysMQ

Leroy Merlin 1.jpg

    • Results (first three months):
      • +85 Animators (employees in the stores) active in the community.
      • +4,300 pieces of content

2. Focus on the integration of customers.

 

 

    • Milestone: Achieving critical mass of customers 

 

Leroy Merlin focused on publicizing the Community to all customers in a personalized way with different points of contact with the brand, on and offline.Communication and promotional messages of the Community were led by customers.

 

    • How to:

Posters in shops formed by the actual client projects, event flyers in checkout lines, workshops and demos in stores to help customers improve their homes, web banners, presence guides brochures, related magazines, websites to sharpen the content strategy. 

 

In order to emphasize collaboration with TV, Bricomanía which airs weekly on Antena 3, has incorporated a 2-minute video in which one of the Leroy Merlin community members has a project and is interviewed in the program and commissioned to introduce the Community to the rest of lovers in the world of DIY, decoration, garden, etc.

 

Leroy Merlin 2.jpg

    • Results (first three months):
      • + 2,000 registrations completed
      • + 15,000 members
      • + 363.737 minutes online (24.2 minutes per member)
      • + 50 community members have been contacted to meet them and become ambassadors and leaders of our communication campaign.

 

3. Focus on the integration of partners.

 

    • Milestone: Achieve critical mass of partners 

 

Leroy Merlin focused on B2B, to publicize and integrate strategic partners such as the group of bloggers, installers and architects, to launch a personalized relationship model for each group. 

 

    • How

 

Leroy Merlin 3.png

First steps: 

    • Leroy Merlin has an internal platform with over 50 bloggers with whom they have begun to work together to co-create. They also have a group of 10 installers who are working together on integration.

 

4. Focus on the integration of suppliers.

 

    • Milestone: Activation of Social Commerce 

 

Leroy Merlin focused on linking the Community with the range of products, launching the ability for users to test and evaluate products. 

 

    • How:

Leroy Merlin 4.jpg

First steps:

    • In a phase called a "Club of Testers," was accessed by the "Super-users" of the Community once they reached that level.  It allowed them to test products and helped define and co-create social commerce with the client.

 

Our video

 

 

Status:
2015 Lithy Submission

Lithys 2015: Vodafone Germany - Marketing Champion

By JaniceK

Company: Vodafone GermanyVodafone logo.png

Entry submitted by: Sebastian (VF_Sebastian) Social Media Project Coordinator

Community: Vodafone Community (https://forum.vodafone.de/)

Lithy category: Marketing Champion

 

Vodafone Germany is a telecommunication company based in Germany, with more than 10,000 employees and its headquarters in Dusseldorf. It is a part of the Vodafone Group, amongst the largest telecommunication companies in the world. Currently more than 34 million people are making use of Vodafone services in Germany.

 

Regarding our service promise, we are providing an individual service support, anytime and anywhere, to our customers. In case of concerns the customer is able to get in touch with Vodafone channels 24 hours a day and 7 days a week. Due to different, individual customer requirements Vodafone pursues a multichannel strategy. Customers have the choice between different service channels such as email, chat etc. With the increasing relevance of Internet-based communication new channels are gaining a growing importance. Besides the other well-known social media networks, communities offer significant opportunities in terms of service quality, brand reputation and cost reduction. Customers have the opportunity to reveal and exchange experiences and often find an answer to their question in the community. Accordingly the portion of self-service is increased.

 

Since 2012 the community is an established Vodafone service channel. Vodafone Group awarded all Community Agents with our global internal employee “Hero Award” for effective work performance. The award was ceremonially passed in London.

 

Vodafone Germany 1.jpg

 

Marketing campaign

 

An important factor for a community is an active user base. To encourage our users we developed a community model allowing active users to jump to various new user levels depending on the number of posts submitted, Kudos collected and their solution comments. After the registration users climb up to a Super-User role in six steps. This strategy creates an intensive relationship between community and users. In addition Super-Users appreciate a special reputation within the community. In consequence of performance Super-Users stand out from the community. Currently our Vodafone community has more than 30 active Super-Users. Above all, Users consider their nomination as a pleasant experience. A Super-User profile reflects Vodafone’s goals of customer satisfaction.

 

To also bring this appreciation to the real world we invite our Super-Users to a yearly event to celebrate the cooperation between agents and Super-Users, where they get to know each other. A Super-User event is a solid part of the community loyalty strategy. For this purpose, Vodafone implemented an extra wild card, which allows one user to participate without a Super-User status. Within 6 months one of the Wild-Card-Participant has achieved Super-User status, because the person was so excited of this elaborate event.

 

  Super-Users are also involved in internal events and represent the customer's perspective beyond the community.  Super-Users are often product experts with deeply knowledge. Vodafone Product Managers value neutral customer feedback.  In terms of strategic development we can improve our service continuously.

 

Users appreciate posts from Super-Users as it is considered as authentic customer feedback. This year one of the Super-User wrote his 20.000 posts. A lot of users congratulate  this Super-User for his impressive performance.

 

Vodafone Germany 2.jpg

Furthermore Super-Users support Vodafone Social Media Team to administrate the eforum (e.g. close/move threads, mark answers as accepted). It is also common that they support us maintaining the e forum rules beyond moderator’s (VF employees) online presence.

 

As a part of the Kabel Deutschland merger, Vodafone also invited Kabel Deutschland agents to get to know the new team as well as Vodafone Super-Users. Each individual is essential and is part of the whole. 

 

To sum up Vodafone Super-Users are helping us to keep our service promise “Your personal service. We are only happy if you are.“ 

 


Company: Vodafone GermanyVodafone logo.png

Entry submitted by: Sebastian (VF_Sebastian) Social Media Project Coordinator

Community: Vodafone Community (https://forum.vodafone.de/)

Lithy category: Marketing Champion

 

Vodafone Germany is a telecommunication company based in Germany, with more than 10,000 employees and its headquarters in Dusseldorf. It is a part of the Vodafone Group, amongst the largest telecommunication companies in the world. Currently more than 34 million people are making use of Vodafone services in Germany.

 

Regarding our service promise, we are providing an individual service support, anytime and anywhere, to our customers. In case of concerns the customer is able to get in touch with Vodafone channels 24 hours a day and 7 days a week. Due to different, individual customer requirements Vodafone pursues a multichannel strategy. Customers have the choice between different service channels such as email, chat etc. With the increasing relevance of Internet-based communication new channels are gaining a growing importance. Besides the other well-known social media networks, communities offer significant opportunities in terms of service quality, brand reputation and cost reduction. Customers have the opportunity to reveal and exchange experiences and often find an answer to their question in the community. Accordingly the portion of self-service is increased.

 

Since 2012 the community is an established Vodafone service channel. Vodafone Group awarded all Community Agents with our global internal employee “Hero Award” for effective work performance. The award was ceremonially passed in London.

 

Vodafone Germany 1.jpg

 

Marketing campaign

 

An important factor for a community is an active user base. To encourage our users we developed a community model allowing active users to jump to various new user levels depending on the number of posts submitted, Kudos collected and their solution comments. After the registration users climb up to a Super-User role in six steps. This strategy creates an intensive relationship between community and users. In addition Super-Users appreciate a special reputation within the community. In consequence of performance Super-Users stand out from the community. Currently our Vodafone community has more than 30 active Super-Users. Above all, Users consider their nomination as a pleasant experience. A Super-User profile reflects Vodafone’s goals of customer satisfaction.

 

To also bring this appreciation to the real world we invite our Super-Users to a yearly event to celebrate the cooperation between agents and Super-Users, where they get to know each other. A Super-User event is a solid part of the community loyalty strategy. For this purpose, Vodafone implemented an extra wild card, which allows one user to participate without a Super-User status. Within 6 months one of the Wild-Card-Participant has achieved Super-User status, because the person was so excited of this elaborate event.

 

  Super-Users are also involved in internal events and represent the customer's perspective beyond the community.  Super-Users are often product experts with deeply knowledge. Vodafone Product Managers value neutral customer feedback.  In terms of strategic development we can improve our service continuously.

 

Users appreciate posts from Super-Users as it is considered as authentic customer feedback. This year one of the Super-User wrote his 20.000 posts. A lot of users congratulate  this Super-User for his impressive performance.

 

Vodafone Germany 2.jpg

Furthermore Super-Users support Vodafone Social Media Team to administrate the eforum (e.g. close/move threads, mark answers as accepted). It is also common that they support us maintaining the e forum rules beyond moderator’s (VF employees) online presence.

 

As a part of the Kabel Deutschland merger, Vodafone also invited Kabel Deutschland agents to get to know the new team as well as Vodafone Super-Users. Each individual is essential and is part of the whole. 

 

To sum up Vodafone Super-Users are helping us to keep our service promise “Your personal service. We are only happy if you are.“ 

 

Status:
2015 Lithy Submission

Lithys 2015: TELUS - Total Community All Star

By JaniceK

Company: TELUS Telus logo.png

Entry submitted by: Scotty Jackson (deturbulence) Sr. Strategy Manager

Community: TELUS Neighbourhood (forum.telus.com

Social channels: http://facebook.com/telus and http://twitter.com/telussupport

Lithy category: Total Community All Star

 

TELUS is Canada’s fastest-growing national telecommunications company, with $12 billion of annual revenue and 13.7 million customer connections, including 8.1 million wireless subscribers, 3.2 million wireline network access lines, 1.5 million Internet subscribers and 916,000 TELUS TV customers. TELUS provides a wide range of communications products and services, including wireless, data, Internet protocol (IP), voice, television, entertainment and video, and is Canada's largest healthcare IT provider.

 

Initially, as an LSW customer, we looked to sustain and add measurability to our Twitter operations in brand risk management and customer service. We were then able to leverage Facebook integration to offer customer support there. While our support off-domain has proven effective (in 2014, 82% of customers surveyed are likely to recommend TELUS/NPS, and 84% are likely to share their social support experience), the velocity of Twitter and limited reach of Facebook impeded the reusability, searchability, and discoverability of good support content and answers. As such, we expanded our social presence through the TELUS Neighbourhood as a community platform, allowing us to both moderate crowdsourced help content and get direct insight to voice of the customer feedback, lovingly organized into threads, boards and categories for consumption across our business units.

 

Benefits of a Total Community

 

Springboarding off of the LSW and communities platforms, our social operations are equipped with measurable insights and qualitative feedback directly from our customers. Reporting on and championing these insights, we have been able to inform process and policy changes, product development, and overall customer experience across our organization. In addition, we are well-positioned to manage brand risk across a variety of social media platforms, deliver excellent customer experiences in their mediums of choice, and provide a #secondchanceatawesome to customers who haven’t been able to have their concerns sorted through traditional channels.

 

Our Total Community results

 

In 2014, through traffic (over 1.18M unique visitors) and participation (2,131 forum topics, 9,424 forum posts, 151 Ideas, 343 Ideas comments), we estimate a $3.35M OPEX savings to our contact centres in 2014 from our community. Moreover, 2014 saw us support over 54K interactions across Twitter and Facebook, with over 80% of our Twitter responses being sent within 35 minutes and driving an 82% Likelihood to Recommend (NPS) based on the interaction.

 

 

 

 


Company: TELUS Telus logo.png

Entry submitted by: Scotty Jackson (deturbulence) Sr. Strategy Manager

Community: TELUS Neighbourhood (forum.telus.com

Social channels: http://facebook.com/telus and http://twitter.com/telussupport

Lithy category: Total Community All Star

 

TELUS is Canada’s fastest-growing national telecommunications company, with $12 billion of annual revenue and 13.7 million customer connections, including 8.1 million wireless subscribers, 3.2 million wireline network access lines, 1.5 million Internet subscribers and 916,000 TELUS TV customers. TELUS provides a wide range of communications products and services, including wireless, data, Internet protocol (IP), voice, television, entertainment and video, and is Canada's largest healthcare IT provider.

 

Initially, as an LSW customer, we looked to sustain and add measurability to our Twitter operations in brand risk management and customer service. We were then able to leverage Facebook integration to offer customer support there. While our support off-domain has proven effective (in 2014, 82% of customers surveyed are likely to recommend TELUS/NPS, and 84% are likely to share their social support experience), the velocity of Twitter and limited reach of Facebook impeded the reusability, searchability, and discoverability of good support content and answers. As such, we expanded our social presence through the TELUS Neighbourhood as a community platform, allowing us to both moderate crowdsourced help content and get direct insight to voice of the customer feedback, lovingly organized into threads, boards and categories for consumption across our business units.

 

Benefits of a Total Community

 

Springboarding off of the LSW and communities platforms, our social operations are equipped with measurable insights and qualitative feedback directly from our customers. Reporting on and championing these insights, we have been able to inform process and policy changes, product development, and overall customer experience across our organization. In addition, we are well-positioned to manage brand risk across a variety of social media platforms, deliver excellent customer experiences in their mediums of choice, and provide a #secondchanceatawesome to customers who haven’t been able to have their concerns sorted through traditional channels.

 

Our Total Community results

 

In 2014, through traffic (over 1.18M unique visitors) and participation (2,131 forum topics, 9,424 forum posts, 151 Ideas, 343 Ideas comments), we estimate a $3.35M OPEX savings to our contact centres in 2014 from our community. Moreover, 2014 saw us support over 54K interactions across Twitter and Facebook, with over 80% of our Twitter responses being sent within 35 minutes and driving an 82% Likelihood to Recommend (NPS) based on the interaction.

 

 

 

 

Status:
2015 Lithy Submission

Lithys 2015: SFR - Marketing Champion

By JaniceK

Lithys 2015: SFR - Marketing Champion

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-25-2015 08:28 PM - edited ‎04-27-2015 09:23 AM

Company: SFR  SFR logo2.png

Entry submitted by: Laurence Barlet (LaurenceBarlet) Digital Product Manager

Community: Le Forum SFR (http://forum.sfr.fr/)

Lithy category: Marketing Champion

 

With a market share of 21% for internet service and 25% for mobile (based on end of 2014 stats), SFR is one of the largest and most important telecommunications provider in France.

 

SFR was recently acquired by Numericable, the leading fiber optic provider in France. As such SFR-Numericable is today looking to lead the market in products, services and high-speed internet services connecting customers across France.

It has 23 million customers, and provides 8,2 million households with high-speed internet access.

 

As a key differentiator SFR-Numericable is looking to firmly position itself as a leader in digital business and has been looking to Community with its Influencers and Super fans to achieve this.

 

This initiative described herein is but one of many ways SFR is doing this today.

 

The Forum SFR is a 2 years old support community counting more than 600,000 members and over 50 Super users.

This community started as a cost saving initiative project to reap call deflection for Customer Care each month. The number of phone calls avoided rose by nearly 50% since 2012.

 

Our community development strategy is based on Superusers. Their contribution represent a quarter of close to 20,000 posts a month.

Therefore, we are very focused on the Superusers commitment and do our best to engage them on and off the community: we often organize videoconferences with guests such as relevant SFR team members for product launches or market event, we consult them on the platform evolution to get their feedbacks, …We also invite them twice a year for a real-life event, to our Campus in Paris. Those attentions have built a very strong and special relationship between us and our Superusers !

 

Also, with a strong belief that this community must be part of the whole customer experience with SFR, we’ve recently focused on recruiting new members that We now need to re-activate.

 

Our marketing campaign

 

On January 16th, the Forum SFR celebrated its second anniversary. This was a fantastic opportunity to celebrate not just the community but also those that make it all possible: the Superusers and their outstanding commitment. With that in mind, a big event was planned during the month of the anniversary for an initiative we branded: Saying Thank You Counts!

 

SFR Community landing page.png

 

On Stage One of this initiative, we invited 3 of the leading Superusers to our office in Paris, under cover of an interview to surprise them. The purpose for this first step was to showcase our Superusers and, most importantly, show them our gratitude for the countless number of hours they invest with the community and highlight their commitment to others.

 

The community managers thus welcomed :

During the interview, special SFR representatives from different departments were waiting for the right moment to show up and entered into the interview room with a very special and unique birthday gift: a live “Merci!” (community kudos) counter!

 

SFR live mercil counter.png

This ended up being a very emotional moment with most users close to tears as they embraced the SFR representatives and received the “Merci!” Counter. This device captures each individual Superusers full kudos count on the community and updates live which brings to life not only their value but also their commitment to the wider community. One of them sent us a short film to say thank you. 

 

For the really first time an object was connected to a Lithium platform. This technical performance was possible thanks to our creative digital agency The Social Client. The developers team worked hard to make it possible, and finally found a way to connect personalized endpoints from the Forum and a hidden page in the object interface.

 

We shared the videos of this special moment for all to see on the community landing page, highlighting each individual Super User individually.

 

Here are videos showing the interviews with 3 Super users and SFR team members and the gift handover:

       

 

While we didn’t film  all the giveaways, we made sure that every Superuser received a birthday gift: 7 other super-users received the live counter at home and the others got a personalized thank you cushion.

SFR Thanks cushions.png 

 

A short version of the film was posted on our social media platforms (Facebook and Twitter) and the film spotlights also served as a spring board to the second part of the campaign: the birthday competition.

 

In this contest, players needed to match customer questions with the right solution (chosen among three). The goal was to show inactive members how the Community can be useful, and the many reasons to say thank you.

 

 The winner of this competition was very happy, as showcased in the post below:

SFR 1.png

The global event was promoted by two mailing campaign, two Facebook posts and 3 Tweets, targeting all community members.

 

Campaign results

 

The anniversary events were a roaring success as we saw traffic increase by 9% and registrations increase by 33%.

Most importantly however, the increased satisfaction of the Superusers and the reactivation of dormant members who had lapsed in participation. In addition to the above we saw a clear reactivation of our inactive member base with + 340% of  visits for this population !

 

The last result but not the least, the “uncountable” emotional and grateful reactions from our amazing super users !

 

SFR 2.jpg

 


 

 

 


Company: SFR  SFR logo2.png

Entry submitted by: Laurence Barlet (LaurenceBarlet) Digital Product Manager

Community: Le Forum SFR (http://forum.sfr.fr/)

Lithy category: Marketing Champion

 

With a market share of 21% for internet service and 25% for mobile (based on end of 2014 stats), SFR is one of the largest and most important telecommunications provider in France.

 

SFR was recently acquired by Numericable, the leading fiber optic provider in France. As such SFR-Numericable is today looking to lead the market in products, services and high-speed internet services connecting customers across France.

It has 23 million customers, and provides 8,2 million households with high-speed internet access.

 

As a key differentiator SFR-Numericable is looking to firmly position itself as a leader in digital business and has been looking to Community with its Influencers and Super fans to achieve this.

 

This initiative described herein is but one of many ways SFR is doing this today.

 

The Forum SFR is a 2 years old support community counting more than 600,000 members and over 50 Super users.

This community started as a cost saving initiative project to reap call deflection for Customer Care each month. The number of phone calls avoided rose by nearly 50% since 2012.

 

Our community development strategy is based on Superusers. Their contribution represent a quarter of close to 20,000 posts a month.

Therefore, we are very focused on the Superusers commitment and do our best to engage them on and off the community: we often organize videoconferences with guests such as relevant SFR team members for product launches or market event, we consult them on the platform evolution to get their feedbacks, …We also invite them twice a year for a real-life event, to our Campus in Paris. Those attentions have built a very strong and special relationship between us and our Superusers !

 

Also, with a strong belief that this community must be part of the whole customer experience with SFR, we’ve recently focused on recruiting new members that We now need to re-activate.

 

Our marketing campaign

 

On January 16th, the Forum SFR celebrated its second anniversary. This was a fantastic opportunity to celebrate not just the community but also those that make it all possible: the Superusers and their outstanding commitment. With that in mind, a big event was planned during the month of the anniversary for an initiative we branded: Saying Thank You Counts!

 

SFR Community landing page.png

 

On Stage One of this initiative, we invited 3 of the leading Superusers to our office in Paris, under cover of an interview to surprise them. The purpose for this first step was to showcase our Superusers and, most importantly, show them our gratitude for the countless number of hours they invest with the community and highlight their commitment to others.

 

The community managers thus welcomed :

During the interview, special SFR representatives from different departments were waiting for the right moment to show up and entered into the interview room with a very special and unique birthday gift: a live “Merci!” (community kudos) counter!

 

SFR live mercil counter.png

This ended up being a very emotional moment with most users close to tears as they embraced the SFR representatives and received the “Merci!” Counter. This device captures each individual Superusers full kudos count on the community and updates live which brings to life not only their value but also their commitment to the wider community. One of them sent us a short film to say thank you. 

 

For the really first time an object was connected to a Lithium platform. This technical performance was possible thanks to our creative digital agency The Social Client. The developers team worked hard to make it possible, and finally found a way to connect personalized endpoints from the Forum and a hidden page in the object interface.

 

We shared the videos of this special moment for all to see on the community landing page, highlighting each individual Super User individually.

 

Here are videos showing the interviews with 3 Super users and SFR team members and the gift handover:

       

 

While we didn’t film  all the giveaways, we made sure that every Superuser received a birthday gift: 7 other super-users received the live counter at home and the others got a personalized thank you cushion.

SFR Thanks cushions.png 

 

A short version of the film was posted on our social media platforms (Facebook and Twitter) and the film spotlights also served as a spring board to the second part of the campaign: the birthday competition.

 

In this contest, players needed to match customer questions with the right solution (chosen among three). The goal was to show inactive members how the Community can be useful, and the many reasons to say thank you.

 

 The winner of this competition was very happy, as showcased in the post below:

SFR 1.png

The global event was promoted by two mailing campaign, two Facebook posts and 3 Tweets, targeting all community members.

 

Campaign results

 

The anniversary events were a roaring success as we saw traffic increase by 9% and registrations increase by 33%.

Most importantly however, the increased satisfaction of the Superusers and the reactivation of dormant members who had lapsed in participation. In addition to the above we saw a clear reactivation of our inactive member base with + 340% of  visits for this population !

 

The last result but not the least, the “uncountable” emotional and grateful reactions from our amazing super users !

 

SFR 2.jpg

 


 

 

 

Status:
2015 Lithy Winner

Lithys 2015: Rogers (Fido) - Total Community All S...

By JaniceK

Company: Rogers (Fido) Rogers logo.jpg

Entry submitted by: Strickland Hines of Rogers and Caroline Lalonde of Fido (clalonde), Community and Social Media Support Manager

Community: Rogers Community Forum and Fido Community

LSW social channels: 

Rogers: FacebookTwitterand second Twitter

Fido: FacebookTwitter,  second Twitter 

Lithy category: Total Community All Star

 

Rogers Communications Inc. is a diversified Canadian telecommunications and media company. We are Canada's largest wireless voice, data and cable services provider and are well known for our product innovations as well as for being first to market. The Fido brand is part of the Rogers family.

 

Rogers and Fido have outlined several areas of focus for 2015; improving the overall customer experience being at the forefront. Our customers are very important to us and putting them first is imperative to our success. The social media team at Rogers and Fido play an integral role in doing so. Both Rogers and Fido have their own unique Community/Social Support teams.

 

In 2010, we chose Lithium as our platform provider and launched the Rogers and Fido communities. We wanted a best in class platform and a means for customers to self-serve, thereby deflecting calls from our contact centres. The support provided at that time was predominantly peer to peer technical support.

 

With the successful launch of the Rogers and Fido Communities, we sought new opportunities to engage with our customers; Twitter and Facebook provided ideal social platforms and opportunities we were searching for.

 

In 2011, we launched our Social Care teams, offering our customers a new and convenient support option. As such, we began to support and engage with our customers on twitter and Facebook. As we earned their trust through the provision of reliable support and information, customers began to adopt this new means of social support and the number of followers grew.

 

In 2013, in order to increase engagement on our social platforms, the scope of support provided in the Forums was expanded to include discussions on all consumer products and services. We also launched Rogers Idea Box, giving customers a voice to help direct change. Idea Box also served as an additional data collection point for customer insights.

 

Recognizing the need for better reporting capabilities for our social support, we began searching for a social tool that would enable better customer engagement and provide valuable insights through data collection and reporting. After researching a number of social engagement tools, we settled on Lithium Social Web (LSW) and in 2014, the Social Care team was transitioned to the LSW platform. The transition proved valuable; giving us access to more insightful reporting and new capabilities.

 

Benefits of a Total Community

 

A Lithium community and LSW are important to our social strategy of providing customers with convenience through self-serve. LSW enables seamless engagement with our customers, allowing us to respond to their support requests on Facebook/twitter via PM/DM or in public, while the community serves as a lasting source of relevant and helpful content.

 

In 2015, we began to optimize the Rogers and Fido Communities by leveraging insights from Lithium Social Intelligence (LSI). Our focus was set on content optimization, customer support and redesigning the Communities. We hired a team of temporary employees to review all posts to ensure accuracy and relevance of information, accepted or provided solutions and then created new content via posts, videos and blogs which aligned to contact centre top call driver results. We also hired additional permanent staff to provide direct on channel support to customers in the forums when our Super Users didn’t have the tools to assist.

 

An important next step in our Social strategy is the integration of our digital properties with the Social platforms we use to support customers. With the capability of the Lithium platform to integrate with our websites, we’ll be able to create seamless buy flows from community to website and helpful peer reviews from the communities on products housed on our website. We began the integration effort with a redesign of both communities to better align each community with its respective website and brand strategy. With Lithium’s support, we were able to successfully launch the redesigned Rogers Community Forums on March 31 and the redesigned Fido Community Forums on April 7.

 

The redesign and optimization aim at achieving the following:     

  • Deflect calls from our contact centers by increasing our resolution rate to best in class results of 40%
  • Leap frog the competition, increase and maintain our CHI score to best in class results of 750
  • Improve responsiveness to 3 hours

 

Our Total Community results

 

Today, both the Rogers and Fido Communities are staffed to support customers, and content is created daily, with blogs, posts, videos and live Rogers Ask an Expert events. We have communicated the change within the organization and externally to our customers, leveraging customer facing material like bill messages as well as IVR messaging and transactional email notifications. At this point, if your forum peers cannot assist, there is a Rogers or Fido moderator waiting to help. Today, with post launch resolution rates results at 40%, we can proudly say that the Rogers and Fido Communities are reliable sources of customer information and support.

 

As we continue with our approach and roadmap into Q2 of 2015, we are well on our way to building a better customer experience.

 

Rogers Performance Results:

 

Rogers 1.jpg

 

Fido Performance Results:

 

Fido 1.jpg


Company: Rogers (Fido) Rogers logo.jpg

Entry submitted by: Strickland Hines of Rogers and Caroline Lalonde of Fido (clalonde), Community and Social Media Support Manager

Community: Rogers Community Forum and Fido Community

LSW social channels: 

Rogers: FacebookTwitterand second Twitter

Fido: FacebookTwitter,  second Twitter 

Lithy category: Total Community All Star

 

Rogers Communications Inc. is a diversified Canadian telecommunications and media company. We are Canada's largest wireless voice, data and cable services provider and are well known for our product innovations as well as for being first to market. The Fido brand is part of the Rogers family.

 

Rogers and Fido have outlined several areas of focus for 2015; improving the overall customer experience being at the forefront. Our customers are very important to us and putting them first is imperative to our success. The social media team at Rogers and Fido play an integral role in doing so. Both Rogers and Fido have their own unique Community/Social Support teams.

 

In 2010, we chose Lithium as our platform provider and launched the Rogers and Fido communities. We wanted a best in class platform and a means for customers to self-serve, thereby deflecting calls from our contact centres. The support provided at that time was predominantly peer to peer technical support.

 

With the successful launch of the Rogers and Fido Communities, we sought new opportunities to engage with our customers; Twitter and Facebook provided ideal social platforms and opportunities we were searching for.

 

In 2011, we launched our Social Care teams, offering our customers a new and convenient support option. As such, we began to support and engage with our customers on twitter and Facebook. As we earned their trust through the provision of reliable support and information, customers began to adopt this new means of social support and the number of followers grew.

 

In 2013, in order to increase engagement on our social platforms, the scope of support provided in the Forums was expanded to include discussions on all consumer products and services. We also launched Rogers Idea Box, giving customers a voice to help direct change. Idea Box also served as an additional data collection point for customer insights.

 

Recognizing the need for better reporting capabilities for our social support, we began searching for a social tool that would enable better customer engagement and provide valuable insights through data collection and reporting. After researching a number of social engagement tools, we settled on Lithium Social Web (LSW) and in 2014, the Social Care team was transitioned to the LSW platform. The transition proved valuable; giving us access to more insightful reporting and new capabilities.

 

Benefits of a Total Community

 

A Lithium community and LSW are important to our social strategy of providing customers with convenience through self-serve. LSW enables seamless engagement with our customers, allowing us to respond to their support requests on Facebook/twitter via PM/DM or in public, while the community serves as a lasting source of relevant and helpful content.

 

In 2015, we began to optimize the Rogers and Fido Communities by leveraging insights from Lithium Social Intelligence (LSI). Our focus was set on content optimization, customer support and redesigning the Communities. We hired a team of temporary employees to review all posts to ensure accuracy and relevance of information, accepted or provided solutions and then created new content via posts, videos and blogs which aligned to contact centre top call driver results. We also hired additional permanent staff to provide direct on channel support to customers in the forums when our Super Users didn’t have the tools to assist.

 

An important next step in our Social strategy is the integration of our digital properties with the Social platforms we use to support customers. With the capability of the Lithium platform to integrate with our websites, we’ll be able to create seamless buy flows from community to website and helpful peer reviews from the communities on products housed on our website. We began the integration effort with a redesign of both communities to better align each community with its respective website and brand strategy. With Lithium’s support, we were able to successfully launch the redesigned Rogers Community Forums on March 31 and the redesigned Fido Community Forums on April 7.

 

The redesign and optimization aim at achieving the following:     

  • Deflect calls from our contact centers by increasing our resolution rate to best in class results of 40%
  • Leap frog the competition, increase and maintain our CHI score to best in class results of 750
  • Improve responsiveness to 3 hours

 

Our Total Community results

 

Today, both the Rogers and Fido Communities are staffed to support customers, and content is created daily, with blogs, posts, videos and live Rogers Ask an Expert events. We have communicated the change within the organization and externally to our customers, leveraging customer facing material like bill messages as well as IVR messaging and transactional email notifications. At this point, if your forum peers cannot assist, there is a Rogers or Fido moderator waiting to help. Today, with post launch resolution rates results at 40%, we can proudly say that the Rogers and Fido Communities are reliable sources of customer information and support.

 

As we continue with our approach and roadmap into Q2 of 2015, we are well on our way to building a better customer experience.

 

Rogers Performance Results:

 

Rogers 1.jpg

 

Fido Performance Results:

 

Fido 1.jpg

Status:
2015 Lithy Winner

Lithys 2015: AT&T - Support Savings MVP

By JaniceK

Company: AT&T ATT logo.png
Entry submitted by: Bridgette Butler (Lingoes) Sr. Community Manager

Community: AT&T Community Forums (http://forums.att.com

Lithy category: Support Savings MVP

 

AT&T is bringing it all together - helping people mobilize their worlds - with advanced mobile services, next-generation TV and high-speed Internet services, and smart solutions for businesses.

For more than a century, we have consistently provided innovative, reliable, high-quality products and services. Our mission is to connect people with their world, everywhere they live and work, and do it better than anyone else. We're creating new solutions for consumers and businesses to help them mobilize their communications and entertainment.

 

How our Community meets our customer care business goals

 

AT&T Community Forums provide 24 x 7 peer-to-peer assistance as well as AT&T direct support during normal business hours to tens of thousands of users daily, supporting customers across AT&T’s diverse spectrum of products and services.  Recognizing areas underserved by more traditional support, in 2014 we launched a Third-Party Devices board and a Wearables board, together averaging approximately 75k page views by 45k unique visitors monthly. Additionally, we launched a public-facing board for Samsung representatives to interact publicly with our general community, and a Samsung  Ambassadors board for those skilled professionals to interact privately with our 34 recipients of the Award for Community Excellence (ACE) .  This innovation directly connected Samsung experts with AT&T experts, resulting in a superior customer experience that contributed to the rise in Customer Satisfaction we saw in 2014.  We’ve begun tweeting out our most valuable Accepted Solutions, and linking to them   from Facebook.

 

ATT chart 1.jpg

Example of AT&T Community Forums content in the Social Support Center of AT&T Facebook

To better assist the wider base of customers searching for help on att.com, we increased the number of Accepted Solutions appearing with knowledge base articles by 40%.

 

ATT chart2.jpg

Example of “Help from Community Discussions” modal on an att.com knowledge base article

Additionally, the AT&T Community Forums redesign, launched during July 2014, provides in-context features, game mechanics and an unprecedented level of personalization that enables users to tailor their forums experience in new ways. Archiving activities prior to redesign also improved the relevancy of internal and external search results, fostering repeat traffic and increased viewership.

 

ATT chart 3.png

July, 2014 – from “Yawnnnnn”

 

ATT chart 4.png

 

…..to “Yowzers!”

 

How Community has changed our customer care organization

 

Sparked by the community’s success in producing call deflection, AT&T recently launched a team of crack Wireless specialists to assist customers with account and technical issues on the forums, much like the U-verse experts on-boarded in 2013.  In addition, AT&T Community Forums was added to the att.com “Contact Us” flow.  U-verse customer care agents now routinely refer customers to our Third-Party Devices board for support outside their traditional scope.  AT&T’s 200k+ employees – including care agents – learned about the value of our community and especially its star ACEs via recognition in the AT&T Employee Insider newsletter and the AT&T Consumer Blog.

 

ATT chart 5.png

Our customer care business results

 

Call Shed

In 2014, AT&T Community Forums worked to implement a standardized call shed model through the extraction of Community key performance indicators and pairing visitor calling rates with quantitative sentiment survey data. This model enables us to identify opportunities within each LOB to serve up content that addresses top call drivers, effectively shifting contact volume from our Call Centers to the Community Forums while also growing online adoption. During 2014, AT&T Community Forums shed over 4 Million calls.

 

Cost Avoidance

Cost avoidance in the AT&T Community Forums determines digital ROI and frequently spurs Officer-level conversation around Community impact to the overall business. During 2014, the AT&T Community Forums generated over $30 Million in savings for the Organization, driving further ideation for additional points of invocation and awareness-building campaigns.

 

New Threads - Accepted Solutions

On a larger scale, our groundbreaking Community redesign with a faster, simplified user experience launched in July, 2014, yielded a 19% increase in call shed. Key drivers impacting Call Shed include a 54% lift in new thread creation and a 63% improvement in accepted solution development.

 


Company: AT&T ATT logo.png
Entry submitted by: Bridgette Butler (Lingoes) Sr. Community Manager

Community: AT&T Community Forums (http://forums.att.com

Lithy category: Support Savings MVP

 

AT&T is bringing it all together - helping people mobilize their worlds - with advanced mobile services, next-generation TV and high-speed Internet services, and smart solutions for businesses.

For more than a century, we have consistently provided innovative, reliable, high-quality products and services. Our mission is to connect people with their world, everywhere they live and work, and do it better than anyone else. We're creating new solutions for consumers and businesses to help them mobilize their communications and entertainment.

 

How our Community meets our customer care business goals

 

AT&T Community Forums provide 24 x 7 peer-to-peer assistance as well as AT&T direct support during normal business hours to tens of thousands of users daily, supporting customers across AT&T’s diverse spectrum of products and services.  Recognizing areas underserved by more traditional support, in 2014 we launched a Third-Party Devices board and a Wearables board, together averaging approximately 75k page views by 45k unique visitors monthly. Additionally, we launched a public-facing board for Samsung representatives to interact publicly with our general community, and a Samsung  Ambassadors board for those skilled professionals to interact privately with our 34 recipients of the Award for Community Excellence (ACE) .  This innovation directly connected Samsung experts with AT&T experts, resulting in a superior customer experience that contributed to the rise in Customer Satisfaction we saw in 2014.  We’ve begun tweeting out our most valuable Accepted Solutions, and linking to them   from Facebook.

 

ATT chart 1.jpg

Example of AT&T Community Forums content in the Social Support Center of AT&T Facebook

To better assist the wider base of customers searching for help on att.com, we increased the number of Accepted Solutions appearing with knowledge base articles by 40%.

 

ATT chart2.jpg

Example of “Help from Community Discussions” modal on an att.com knowledge base article

Additionally, the AT&T Community Forums redesign, launched during July 2014, provides in-context features, game mechanics and an unprecedented level of personalization that enables users to tailor their forums experience in new ways. Archiving activities prior to redesign also improved the relevancy of internal and external search results, fostering repeat traffic and increased viewership.

 

ATT chart 3.png

July, 2014 – from “Yawnnnnn”

 

ATT chart 4.png

 

…..to “Yowzers!”

 

How Community has changed our customer care organization

 

Sparked by the community’s success in producing call deflection, AT&T recently launched a team of crack Wireless specialists to assist customers with account and technical issues on the forums, much like the U-verse experts on-boarded in 2013.  In addition, AT&T Community Forums was added to the att.com “Contact Us” flow.  U-verse customer care agents now routinely refer customers to our Third-Party Devices board for support outside their traditional scope.  AT&T’s 200k+ employees – including care agents – learned about the value of our community and especially its star ACEs via recognition in the AT&T Employee Insider newsletter and the AT&T Consumer Blog.

 

ATT chart 5.png

Our customer care business results

 

Call Shed

In 2014, AT&T Community Forums worked to implement a standardized call shed model through the extraction of Community key performance indicators and pairing visitor calling rates with quantitative sentiment survey data. This model enables us to identify opportunities within each LOB to serve up content that addresses top call drivers, effectively shifting contact volume from our Call Centers to the Community Forums while also growing online adoption. During 2014, AT&T Community Forums shed over 4 Million calls.

 

Cost Avoidance

Cost avoidance in the AT&T Community Forums determines digital ROI and frequently spurs Officer-level conversation around Community impact to the overall business. During 2014, the AT&T Community Forums generated over $30 Million in savings for the Organization, driving further ideation for additional points of invocation and awareness-building campaigns.

 

New Threads - Accepted Solutions

On a larger scale, our groundbreaking Community redesign with a faster, simplified user experience launched in July, 2014, yielded a 19% increase in call shed. Key drivers impacting Call Shed include a 54% lift in new thread creation and a 63% improvement in accepted solution development.

 

Status:
2015 Lithy Submission

Lithys 2015: Autodesk - Most Creative Community Pr...

By JaniceK

Company: Autodesk Autodesk logo.png

Entry submitted by: Lois Townsend (loisT) Director, Social Media and Community

Community: Autodesk Community (Forums.autodesk.com)

Lithy category: Most Creative Community Promotion or Launch 

 

Autodesk, Inc., is a leader in 3D design, engineering and entertainment software. Customers across the manufacturing, architecture, building, construction, and media and entertainment industries—including the last 19 Academy Award winners for Best Visual Effects—use Autodesk software to design, visualize, and simulate their ideas before they're ever built or created. From blockbuster visual effects and buildings that create their own energy to electric cars and the batteries that power them, the work of our 3D software customers is everywhere you look.

 

Since its introduction of AutoCAD software in 1982, Autodesk continues to develop the broadest portfolio of state-of-the-art 3D software for global markets. Through our apps for iPhone, iPad, iPod, and Android, we're also making design technology accessible to professional designers as well as amateur designers, homeowners, students, and casual creators. Whether it's a kid looking to build a new contraption, a seasoned pro sketching out a great new idea, or someone who just wants to amp up their creative output, we're taking technology originally built for movie studios, automakers, and architectural firms, and making it available to anyone who wants to create and share their ideas with the world.

 

Autodesk Drives Customer Loyalty with Collaborative and Proactive Community

 

How does a B2B software company build customer loyalty and increase the value of each customer with an ever-changing social landscape? Autodesk, one of the world leaders in 3D design, engineering, and entertainment software, has found the answer – delivering on customers’ needs before they ask. The company drives customer loyalty and product affinity through a Total Community strategy. The strategy includes activations on Facebook, nearly 200,000 followers on Twitter, more than 40 million views on YouTube, and a branded community, running on the Lithium platform, that has seen its unique visitors grow by 34% in the last year.  

 

One of the pillars of the Autodesk social strategy is its branded community which is the main hub for directly connecting with customers. Dating back to 1986, with Compuserve, Autodesk has leveraged community to foster peer-to-peer to support, drive greater brand affinity, and solidify relationships with its customers. It has evolved to focus on collaborating with and anticipating the needs of customers.

 

Now its eight communities in multiple languages, offer customers unique experiences by industry, region, and expertise level. The company shares product use information, solves potential product issues, and promotes best practices to proactively supply customers with the tools and information needed for a successful product experience.  

 

The company’s collaborative and proactive approach is supported by several key programs, including Expert Elite and Autodesk Help Webinars. The tactics have delivered the following success metrics:

  • Autodeskcommunities received over 27 million unique visits in the last 12 months.
  • Annually, the community successfully serves answers to millions of customers, yielding a multimillion dollar value to Autodeskand its customers.
  • Customer success is tracked and measured via surveys to ensure that the community is providing actual solutions, and at an increasing rate.
  • The community has more than 2 million registered members that have shared more than 135,000 kudos and over 20,000 newly accepted solutions in the last year.

 

Expert Elite:

 

Autodesk’s Expert Elite are the Super Fans and lifeblood of the Autodesk Community. The Autodesk Expert Elite program was created to recognize customers around the world who have contributed a significant amount of time, knowledge, and assistance to fellow customers. These people have demonstrated a strong sense of leadership and use an engaging style of collaboration that contributes to a healthy and valuable customer community. The program now has over 200 members representing 23 different countries. They have delivered 7,000 accepted solutions, received 17,000 kudos and posted 60,000 replies.

 

Autodesk 1.png

The unique aspect about the Expert Elite program is that it doesn’t stop at community; it is the concept of Total Community. The program not only values a user’s contribution within the community, but outside of it as well. Autodesk looks at the contributions people are making on personal blogs and other social channels, as well as at offline events such as training seminars, to really see the conversations happen full circle.

 

One Expert Elite, Paul Munford is a great example of Total Community. He wanted to spread the word to let people know about the terrific support options available to Autodesk customers. He interviewed various Autodesk Help team members and then posted his story on his personal blog.  He then amplified it on his other social channels for maximum reach.  Not only did Paul feel passionate enough to write about the Autodesk Help team, but he has posted 943 times, received 198 Kudos and contributed 53 solutions in the community. This example shows the loyalty Autodesk has created with their trusted fans. It is not only about providing customers immediate answers for questions, but building relationships with them and bringing them into the Autodesk family.

 

Autodesk 2.png

Autodesk further drives loyalty among the Expert Elites by offering monthly webinars to share company and product news, providing free software, and hosting an annual Summit where the Expert Elites and Autodesk representatives can meet in person.  At the last Summit held in December 2014, the EE’s had a chance to meet informally over a lunch with CEO Carl Bass, and also had informal presentations and Q&A sessions with the CTO and VP of Cloud.  All of the EE’s are under NDA and therefore Autodesk can share news and information normally restricted for employees only, allowing for early input and feedback from this elite group of customers that is incorporated into products and services.

 

Autodesk 3.jpg

Autodesk Help Webinars:

 

Autodesk recognized the importance of video content on the community, and last year piloted and launched a webinar program to proactively offer customers another way to learn about and experience Autodesk products. For instance, the Installation and Licensing Community hosted “Troubleshooting Desktop Subscription Licensing issues” webinar to give users the information they need to get the “software up and ready.”  The Autodesk Help webinar series is a virtual studio house, with regular, and in some cases weekly offerings.  Webinar attendance can be as high as 200 live attendees and videos posted online can reach over 5,000 views.

 

The webinars proactively target popular topic areas to address questions or in response to customer conversations surfaced elsewhere on the community. The webinars are purely for support and learning, providing customers with information that allows them to get products up and running quickly and provide a deep knowledge about functionality, with the ultimate goal of helping customers to optimize productivity and utility of their Autodesk software.  Over 50% of webinar attendees are repeat participants because they derive continued value from the webinar content.  Put into customer words, “The session was great, and I plan to attend as many as I can.  Although I am relatively proficient there is always something I can learn.”

 

Autodesk 4.png

Innovating with success measurement - The Gratitude Index:

 

Autodesk knew that having a better understanding of their customer sentiment, relative to competitors and known market leaders, was critical to a successful long-term social strategy. To achieve that goal, the company‘s global social media support team created the Gratitude Index, which is an algorithm based on keywords and the number of social mentions that contained specific words associated with gratitude, thanks, and appreciation. In other words, it was an actual measurement of customers expressing their gratitude for the support they received from the Autodesk Help team. The Gratitude Index is used to measure customer satisfaction and efficiency; a qualitative social ROI. The index has become a key metric for the team and is shared up to the highest leadership levels at Autodesk.  Currently, and consistently, Autodesk leads among other software companies and ranks among top brands from other industries.

 

Autodesk also uses key words to track customers that have expressed frustration and a negative sentiment. The @AutodeskHelp team works with these customers to solve issues and turn negative situations around, when possible, moving a frustrated customer to a delighted one. The challenging feedback is also used to inform how the team and Autodesk can better serve customers and surface potential problems on the horizon.   In fact, the negative feedback is embraced almost more tightly because there is rich insight that can be gleaned about how to improve the customer experience, from product purchase to usage, to renewal and repurchase.

 

It's Working:

 

Autodesk’s Total Community strategy is working, with a Klout Score of 85, they are in the top percentile of social influencers.  And, when customer detractors are engaged, Autodesk’s Help team converts at least twice as many as those who remain upset.

 

The strategy is embraced from the top down, as evidenced by a recent blog post by CEO Carl Bass who frequently participates in the Fusion 360 community as it is one of Autodesk’s strategic products.

 

Check out the Fusion 360 community and in particular, this recent blog from Carl that talks about building the product “hand-in-hand with the Fusion community,” along with a blog comment from one of the Expert Elites that states “I’ve seen so many examples where suggestions were heard, understood, refined, and implemented in an amazingly short time frame.”  This is exactly what Autodesk wants to achieve, to drive even greater levels of customer loyalty.

 

Autodesk 5.jpg

 

To celebrate these important milestones of Autodesk's Total Community success through our Expert Elite program and Help Webinars, we recently were nominated for a Forrester Groundswell award-- and we won!

 

Here's the video that accompanied this prestigious win:

 

(view in My Videos)

 


Company: Autodesk Autodesk logo.png

Entry submitted by: Lois Townsend (loisT) Director, Social Media and Community

Community: Autodesk Community (Forums.autodesk.com)

Lithy category: Most Creative Community Promotion or Launch 

 

Autodesk, Inc., is a leader in 3D design, engineering and entertainment software. Customers across the manufacturing, architecture, building, construction, and media and entertainment industries—including the last 19 Academy Award winners for Best Visual Effects—use Autodesk software to design, visualize, and simulate their ideas before they're ever built or created. From blockbuster visual effects and buildings that create their own energy to electric cars and the batteries that power them, the work of our 3D software customers is everywhere you look.

 

Since its introduction of AutoCAD software in 1982, Autodesk continues to develop the broadest portfolio of state-of-the-art 3D software for global markets. Through our apps for iPhone, iPad, iPod, and Android, we're also making design technology accessible to professional designers as well as amateur designers, homeowners, students, and casual creators. Whether it's a kid looking to build a new contraption, a seasoned pro sketching out a great new idea, or someone who just wants to amp up their creative output, we're taking technology originally built for movie studios, automakers, and architectural firms, and making it available to anyone who wants to create and share their ideas with the world.

 

Autodesk Drives Customer Loyalty with Collaborative and Proactive Community

 

How does a B2B software company build customer loyalty and increase the value of each customer with an ever-changing social landscape? Autodesk, one of the world leaders in 3D design, engineering, and entertainment software, has found the answer – delivering on customers’ needs before they ask. The company drives customer loyalty and product affinity through a Total Community strategy. The strategy includes activations on Facebook, nearly 200,000 followers on Twitter, more than 40 million views on YouTube, and a branded community, running on the Lithium platform, that has seen its unique visitors grow by 34% in the last year.  

 

One of the pillars of the Autodesk social strategy is its branded community which is the main hub for directly connecting with customers. Dating back to 1986, with Compuserve, Autodesk has leveraged community to foster peer-to-peer to support, drive greater brand affinity, and solidify relationships with its customers. It has evolved to focus on collaborating with and anticipating the needs of customers.

 

Now its eight communities in multiple languages, offer customers unique experiences by industry, region, and expertise level. The company shares product use information, solves potential product issues, and promotes best practices to proactively supply customers with the tools and information needed for a successful product experience.  

 

The company’s collaborative and proactive approach is supported by several key programs, including Expert Elite and Autodesk Help Webinars. The tactics have delivered the following success metrics:

  • Autodeskcommunities received over 27 million unique visits in the last 12 months.
  • Annually, the community successfully serves answers to millions of customers, yielding a multimillion dollar value to Autodeskand its customers.
  • Customer success is tracked and measured via surveys to ensure that the community is providing actual solutions, and at an increasing rate.
  • The community has more than 2 million registered members that have shared more than 135,000 kudos and over 20,000 newly accepted solutions in the last year.

 

Expert Elite:

 

Autodesk’s Expert Elite are the Super Fans and lifeblood of the Autodesk Community. The Autodesk Expert Elite program was created to recognize customers around the world who have contributed a significant amount of time, knowledge, and assistance to fellow customers. These people have demonstrated a strong sense of leadership and use an engaging style of collaboration that contributes to a healthy and valuable customer community. The program now has over 200 members representing 23 different countries. They have delivered 7,000 accepted solutions, received 17,000 kudos and posted 60,000 replies.

 

Autodesk 1.png

The unique aspect about the Expert Elite program is that it doesn’t stop at community; it is the concept of Total Community. The program not only values a user’s contribution within the community, but outside of it as well. Autodesk looks at the contributions people are making on personal blogs and other social channels, as well as at offline events such as training seminars, to really see the conversations happen full circle.

 

One Expert Elite, Paul Munford is a great example of Total Community. He wanted to spread the word to let people know about the terrific support options available to Autodesk customers. He interviewed various Autodesk Help team members and then posted his story on his personal blog.  He then amplified it on his other social channels for maximum reach.  Not only did Paul feel passionate enough to write about the Autodesk Help team, but he has posted 943 times, received 198 Kudos and contributed 53 solutions in the community. This example shows the loyalty Autodesk has created with their trusted fans. It is not only about providing customers immediate answers for questions, but building relationships with them and bringing them into the Autodesk family.

 

Autodesk 2.png

Autodesk further drives loyalty among the Expert Elites by offering monthly webinars to share company and product news, providing free software, and hosting an annual Summit where the Expert Elites and Autodesk representatives can meet in person.  At the last Summit held in December 2014, the EE’s had a chance to meet informally over a lunch with CEO Carl Bass, and also had informal presentations and Q&A sessions with the CTO and VP of Cloud.  All of the EE’s are under NDA and therefore Autodesk can share news and information normally restricted for employees only, allowing for early input and feedback from this elite group of customers that is incorporated into products and services.

 

Autodesk 3.jpg

Autodesk Help Webinars:

 

Autodesk recognized the importance of video content on the community, and last year piloted and launched a webinar program to proactively offer customers another way to learn about and experience Autodesk products. For instance, the Installation and Licensing Community hosted “Troubleshooting Desktop Subscription Licensing issues” webinar to give users the information they need to get the “software up and ready.”  The Autodesk Help webinar series is a virtual studio house, with regular, and in some cases weekly offerings.  Webinar attendance can be as high as 200 live attendees and videos posted online can reach over 5,000 views.

 

The webinars proactively target popular topic areas to address questions or in response to customer conversations surfaced elsewhere on the community. The webinars are purely for support and learning, providing customers with information that allows them to get products up and running quickly and provide a deep knowledge about functionality, with the ultimate goal of helping customers to optimize productivity and utility of their Autodesk software.  Over 50% of webinar attendees are repeat participants because they derive continued value from the webinar content.  Put into customer words, “The session was great, and I plan to attend as many as I can.  Although I am relatively proficient there is always something I can learn.”

 

Autodesk 4.png

Innovating with success measurement - The Gratitude Index:

 

Autodesk knew that having a better understanding of their customer sentiment, relative to competitors and known market leaders, was critical to a successful long-term social strategy. To achieve that goal, the company‘s global social media support team created the Gratitude Index, which is an algorithm based on keywords and the number of social mentions that contained specific words associated with gratitude, thanks, and appreciation. In other words, it was an actual measurement of customers expressing their gratitude for the support they received from the Autodesk Help team. The Gratitude Index is used to measure customer satisfaction and efficiency; a qualitative social ROI. The index has become a key metric for the team and is shared up to the highest leadership levels at Autodesk.  Currently, and consistently, Autodesk leads among other software companies and ranks among top brands from other industries.

 

Autodesk also uses key words to track customers that have expressed frustration and a negative sentiment. The @AutodeskHelp team works with these customers to solve issues and turn negative situations around, when possible, moving a frustrated customer to a delighted one. The challenging feedback is also used to inform how the team and Autodesk can better serve customers and surface potential problems on the horizon.   In fact, the negative feedback is embraced almost more tightly because there is rich insight that can be gleaned about how to improve the customer experience, from product purchase to usage, to renewal and repurchase.

 

It's Working:

 

Autodesk’s Total Community strategy is working, with a Klout Score of 85, they are in the top percentile of social influencers.  And, when customer detractors are engaged, Autodesk’s Help team converts at least twice as many as those who remain upset.

 

The strategy is embraced from the top down, as evidenced by a recent blog post by CEO Carl Bass who frequently participates in the Fusion 360 community as it is one of Autodesk’s strategic products.

 

Check out the Fusion 360 community and in particular, this recent blog from Carl that talks about building the product “hand-in-hand with the Fusion community,” along with a blog comment from one of the Expert Elites that states “I’ve seen so many examples where suggestions were heard, understood, refined, and implemented in an amazingly short time frame.”  This is exactly what Autodesk wants to achieve, to drive even greater levels of customer loyalty.

 

Autodesk 5.jpg

 

To celebrate these important milestones of Autodesk's Total Community success through our Expert Elite program and Help Webinars, we recently were nominated for a Forrester Groundswell award-- and we won!

 

Here's the video that accompanied this prestigious win:

 

(view in My Videos)

 

Status:
2015 Lithy Submission

Lithys 2015: Autodesk - Excellence in Customer Sat...

By JaniceK

Lithys 2015: Autodesk - Excellence in Customer Satisfaction

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-25-2015 09:21 PM - edited ‎04-25-2015 09:23 PM

Company: Autodesk Autodesk logo.png

Entry submitted by: Lois Townsend (loisT) Director, Social Media and Community

Community: Autodesk Community (Forums.autodesk.com)

Lithy category: Excellence in Customer Satisfaction

 

Autodesk, Inc., is a leader in 3D design, engineering and entertainment software. Customers across the manufacturing, architecture, building, construction, and media and entertainment industries—including the last 19 Academy Award winners for Best Visual Effects—use Autodesk software to design, visualize, and simulate their ideas before they're ever built or created. From blockbuster visual effects and buildings that create their own energy to electric cars and the batteries that power them, the work of our 3D software customers is everywhere you look.

 

Since its introduction of AutoCAD software in 1982, Autodesk continues to develop the broadest portfolio of state-of-the-art 3D software for global markets. Through our apps for iPhone, iPad, iPod, and Android, we're also making design technology accessible to professional designers as well as amateur designers, homeowners, students, and casual creators. Whether it's a kid looking to build a new contraption, a seasoned pro sketching out a great new idea, or someone who just wants to amp up their creative output, we're taking technology originally built for movie studios, automakers, and architectural firms, and making it available to anyone who wants to create and share their ideas with the world.

 

Our 2014 customer satisfaction initiatives

 

Deliver Autodesk Help: rapid, relevant and networked service, support and learning for every customer while creating a culture of “customer first” engagement and curiosity within the Global Customer Service Organization

 

The most important customer issue we were looking to solve with our Lithium implementation

 

Scalability.  With a very large portfolio of products (150+), constant flow of acquisitions, emerging space in the consumer market, and increased access, our traditional support and feedback mechanisms no longer match our transformational business goals, nor are they able to keep up with the rapid customer base growth.

 

Lithium has provided us with an avenue to meet these challenges by providing a true peer-to-peer community space that scales, where customers ask technical and subject matter related questions, share suggestions and answers, support overall product mastery, and collaborate on future product and service enhancement suggestions all in real time. The forums reduce the need for direct one-on-one support and IdeaStations allow for open and transparent customer feedback mechanisms for customer-driven product enhancements.

 

The Autodesk community is growing at an accelerated pace. In 2014:

  • The community redesign completed in late 2013 greatly impacted our customers' ability to help themselves as well as each other; accelerated collaboration and innovation with our products & services; enabled easy content creation, curation and distribution; all the while extending customer relationships each other, and Autodesk as a whole.
  • Accepted solutions increased 37%
  • The accepted solution to topic ratio increased 13%.
  • Community membership increased by 30% to surpass 2 million registered members
  • Community Visits increased 34% to 27.3 million annually
  • We launched close to 50 new forums, blogs and IdeaStations
  • 3,924 new ideas generated represent a 67% increase
  • 80,345 new forum conversations were started
  • We implemented a training module and highlighted community best practices, driving home a “customer first” principle and saw employee engagement increase 47% over the last 6 months

 

With the continued growth and clear objectives for creating a customer first experience, a revamped community CSAT survey was launched in August of 2014 with the goal to measure the success and satisfaction of our visitors, dive into the types of problems members are trying to solve, and identify opportunities to provide a better experience. Since then:

 

  • 3,500+ recipients have completed the survey.
  • Key customer pain points have been identified, e.g. timeliness to get answers. Resulting Action: an employee outreach pilot program was launched where various community SFDC escalation times have been reduced by 80% to increase our response time for subscription customers.
  • CSAT for participants who identified a successful visit averaged 79%.
  • Our CHI score has seen a steady increase, and is currently at 775.

 

Autodesk chart 6.png

 

Autodesk chart 7.png

In a recent study of AutoCAD users centered on support and learning resources, the ease of finding and relevancy of information for the Autodesk Community exceeded all other resources including direct 1-1 support and in product help.

 

Autodesk chart 8.png


Company: Autodesk Autodesk logo.png

Entry submitted by: Lois Townsend (loisT) Director, Social Media and Community

Community: Autodesk Community (Forums.autodesk.com)

Lithy category: Excellence in Customer Satisfaction

 

Autodesk, Inc., is a leader in 3D design, engineering and entertainment software. Customers across the manufacturing, architecture, building, construction, and media and entertainment industries—including the last 19 Academy Award winners for Best Visual Effects—use Autodesk software to design, visualize, and simulate their ideas before they're ever built or created. From blockbuster visual effects and buildings that create their own energy to electric cars and the batteries that power them, the work of our 3D software customers is everywhere you look.

 

Since its introduction of AutoCAD software in 1982, Autodesk continues to develop the broadest portfolio of state-of-the-art 3D software for global markets. Through our apps for iPhone, iPad, iPod, and Android, we're also making design technology accessible to professional designers as well as amateur designers, homeowners, students, and casual creators. Whether it's a kid looking to build a new contraption, a seasoned pro sketching out a great new idea, or someone who just wants to amp up their creative output, we're taking technology originally built for movie studios, automakers, and architectural firms, and making it available to anyone who wants to create and share their ideas with the world.

 

Our 2014 customer satisfaction initiatives

 

Deliver Autodesk Help: rapid, relevant and networked service, support and learning for every customer while creating a culture of “customer first” engagement and curiosity within the Global Customer Service Organization

 

The most important customer issue we were looking to solve with our Lithium implementation

 

Scalability.  With a very large portfolio of products (150+), constant flow of acquisitions, emerging space in the consumer market, and increased access, our traditional support and feedback mechanisms no longer match our transformational business goals, nor are they able to keep up with the rapid customer base growth.

 

Lithium has provided us with an avenue to meet these challenges by providing a true peer-to-peer community space that scales, where customers ask technical and subject matter related questions, share suggestions and answers, support overall product mastery, and collaborate on future product and service enhancement suggestions all in real time. The forums reduce the need for direct one-on-one support and IdeaStations allow for open and transparent customer feedback mechanisms for customer-driven product enhancements.

 

The Autodesk community is growing at an accelerated pace. In 2014:

  • The community redesign completed in late 2013 greatly impacted our customers' ability to help themselves as well as each other; accelerated collaboration and innovation with our products & services; enabled easy content creation, curation and distribution; all the while extending customer relationships each other, and Autodesk as a whole.
  • Accepted solutions increased 37%
  • The accepted solution to topic ratio increased 13%.
  • Community membership increased by 30% to surpass 2 million registered members
  • Community Visits increased 34% to 27.3 million annually
  • We launched close to 50 new forums, blogs and IdeaStations
  • 3,924 new ideas generated represent a 67% increase
  • 80,345 new forum conversations were started
  • We implemented a training module and highlighted community best practices, driving home a “customer first” principle and saw employee engagement increase 47% over the last 6 months

 

With the continued growth and clear objectives for creating a customer first experience, a revamped community CSAT survey was launched in August of 2014 with the goal to measure the success and satisfaction of our visitors, dive into the types of problems members are trying to solve, and identify opportunities to provide a better experience. Since then:

 

  • 3,500+ recipients have completed the survey.
  • Key customer pain points have been identified, e.g. timeliness to get answers. Resulting Action: an employee outreach pilot program was launched where various community SFDC escalation times have been reduced by 80% to increase our response time for subscription customers.
  • CSAT for participants who identified a successful visit averaged 79%.
  • Our CHI score has seen a steady increase, and is currently at 775.

 

Autodesk chart 6.png

 

Autodesk chart 7.png

In a recent study of AutoCAD users centered on support and learning resources, the ease of finding and relevancy of information for the Autodesk Community exceeded all other resources including direct 1-1 support and in product help.

 

Autodesk chart 8.png

Status:
2014 Lithy Winner

Lithys 2014: Telstra - Digital Strategy Leader

By JaniceK

Lithys 2014: Telstra - Digital Strategy Leader

Status: 2014 Lithy Winner
by Lithium Technologies JaniceK ‎04-05-2014 10:11 AM - edited ‎05-02-2014 08:47 AM

Company: Telstra Telstra logo.png

Entry submitted by: Karen Le (kazwallaHead of Social Media, Telstra Digital, and Yannick Pierre (Yannick_P) Digital Community Manager

Community: Telstra CrowdSupport (http://crowdsupport.telstra.com.au/)

Lithy category: Digital Strategy Leader

 

Telstra is Australia’s largest Telecommunications Company and for over a hundred years we have connected Aussies with each other and the rest of the world.

 

History & Challenges

  •          Telstra employs more than 39,000 employees.
  •          In 2013 we had more than 15 million mobile customers (Australia’s total population is 22 million), 7.8 million fixed voice customers and 25.5 billion dollars in sales revenue.  
  •          Although large in size, fantastic business performance results and the fact that we have a long standing history in Australia, we are faced with our biggest challenge – Customer satisfaction. In 2011 our satisfaction rating was 66% when the industry average was 68%.  

 

Business Goal

As a Telecommunications company we know how significant it is for Australians to connect with each other, and we know that our role in connecting Australians needs to be one step ahead of the change in behaviour. Therefore Telstra’s goal is to create a brilliant connected future for all Australians. 

 

One of the amazing things the Lithium platform has allowed us to do is not only let us having a conversation with our customers but allowed our customers to have conversations with each other.

 

CrowdSupport has helped us provide service to customers in a one to many channel and has helped build advocacy. By having customers answer each other’s questions we are able to assist more customers by being able to scale the customer service offered. We are also providing rich customer experience via Lithium Social Web; Telstra service agents are able to review each community post for accuracy and escalation which is a clear point of differentiation from other non Telstra brand supported forums. 

 

We are using the Lithium platform to achieve our company purpose; by connecting people in connected channels. Telstra now has a community where the conversation starts with the community – this is at the very core of our DNA and our purpose. Every time we need to have a meaningful conversation with our customers about anything we can do it within CrowdSupport. Below are some examples of how we’ve used the channel as part of our digital strategy.

  

Handset Updates: Fortnightly device updates

We launched the handset updates board taking a simple webpage on our corporate website that was updated every 3 months and converting it into a fortnightly community discussion with our customers around our mobile devices. This continual exchange of information around the process and steps we undertake to update these devices has not only helped to keep our customers informed but also helps us to prioritize what we need to review next. In the past few months the board has generated 46,000 unique visits, 884 post and 150 kudos.

 

This demonstrates how hundreds of thousands of people including news publications receive updates and information from Telstra at exactly the same time.

 

Product Exits: Facebook.Zero Application

This particular post has been one of the top 5 most viewed posts on the Lithium platform over the past few weeks. The post was a result of the discontinuation of 0.facebook.com service planned for later this year and although it’s not a good news story, we acknowledge that it’s no longer acceptable for brands not to be transparent.

 

0.facebook.com was a new mobile site that includes all of the key features of Facebook but is optimized for speed with zero data charges. Crowdsupport has been used as one of our primary channels for communicating exits of products and services, and we have been able to communicate en masse to our customers around this upcoming change and allowed for a vibrant discussion around alternative options. The initial announcement post (for the exit of 0.facebook.com) has generated over 62,000 unique visits and 11 Kudos.  

  

TVC: Crowdsupport P2P Community goes mainstream.

We’ve had a community for 3 years and in this time we’ve demonstrated our purpose of connecting Australians and recognized that communities are no longer for a particular type of user; it’s for everyone.

  

As part of our customer awareness program around our online support tools, CrowdSupport featured in a nationwide television and outdoor advertising campaign with the tagline “More heads are better than one”. This campaign ran in primetime hours and helped to drive engagement and registration in the community. This not only demonstrates what an integral part CrowdSupport plays in our overall digital strategy but how this has translated into an overall business focus.

  

TV ad: http://bit.ly/1au3P4z

 

Driving organic search

Crowdsupport growth strategy has always been focused on understanding the analytics that drive community discussion and prioritizing our initiatives. Our help and support team are actively involved in reviewing what our customers are posting in the community and generating supporting content. This continual content review, supported by regular community members, has resulted in over 50% of all the community traffic being generated from Google search. A recent example of how we leverage the community organic search was our campaign, “Telstra New Phone Feeling”, where we managed to post an article which returned a top 5 search result within minutes of posting. 

  

Telstra Identity (Single Sign On)

We have removed the biggest hurdle to contributing to our community by implementing single sign on. Customers can now sign in using their Facebook credentials.

  

Migration of the community registration and login process to Telstra Identity was a key initiative driven by customer feedback in CrowdSupport. This project involved moving over 50,000 registered users off the Lithium Technology login to Telstra Identity and involved several months of planning, design, development and testing to minimize disruption. This change has quadrupled weekly completed registrations by significantly reducing the barrier to registering and logging into the community.

 

Community Reach

With our focus on creating advocacy through improved customer service, the CrowdSupport Community has become an integral part of our online support and engagement strategy. In 2013 over a quarter of the Australian population visited CrowdSupport (6 Million) to find information around Telstra’s products and services. In the same period, visits to the community have increased two-fold and the quality metrics have also improved; with the average time on site reducing by five seconds and average page depth down from 2.26 to 1.90 PPV (pages per visit); this suggests that our customers are finding the information they need faster. The improved reach without effect quality is a great example of how a branded, managed peer to peer community can not only be used as an additional support channel but also as a platform for creating customer advocacy. 

 

Telstra screenshot.jpg

 

Our results demonstrate the customer’s need and desire and the need to connect with us and one another via the Lithium platform.

  

Current results – as of March 20, 2014:

  •          Posts: 121,241
  •          Accepted Solutions: 3595
  •          KB articles: 337
  •          Ideas submitted: 364
  •          Registrations: 113,699
  •          Kudos awarded: 18,316

 

Future initiatives that we’re considering.

 

The digitization of our company means we are now taking what we’ve learned to enable our 39,000 strong workforce to change the way the entire organization works. Once again the aim is to provide a brilliantly connected future by staying one step in front of a societal change.

 

  •          ITC Internal Peer Community: Extending on the knowledge gained and success of CrowdSupport, the organization has begun work on deploying an internal instance of a P2P community that will allow Telstra staff to collaborate on common IT support questions. The aim is to significantly improve collaboration between our multiple business units and grow our internal knowledgebase.    

 

  •          Live Chat Connection: We are personalizing our interactions with each of our customers. To support this initiative we are leveraging CrowdSupport by registering each of our live chat agents with a Crowdsupport profile and providing the customer this profile when we close off each chat interaction. If a customer chooses to stay in touch with the same Telstra consultant with whom they have been chatting, they can easily reconnect with the agent on Crowdsupport. Internally we call it “My Customer, My Responsibility” and the goal of the initiative is to build a strong relationship by listening and resolving queries quickly. 

 

  •          Develop socially enabled enterprise: An enterprise wide participation includes cross functional collaboration with the rest of the organisation i.e having all product leads contribute to content and answers within the platform. As part of an organization-wide Brilliantly Connected Advocacy program, we are currently investigating the possibility of using Crowdsupport as a direct channel for connecting our customers with a face for each of our online customer support agents. This functionality will also allow our customers to come back to these agents for future interactions.

 

  •          Mobile First Strategy to drive better user experience: Across the last 6 months, 45% of visits to CrowdSupport have come via mobile handset or tablet device and as part of our mobile first strategy we are undertaking a full review of the community experience on a mobile device and over the next few months be making changes to ensure content is easily consumed.

 


Company: Telstra Telstra logo.png

Entry submitted by: Karen Le (kazwallaHead of Social Media, Telstra Digital, and Yannick Pierre (Yannick_P) Digital Community Manager

Community: Telstra CrowdSupport (http://crowdsupport.telstra.com.au/)

Lithy category: Digital Strategy Leader

 

Telstra is Australia’s largest Telecommunications Company and for over a hundred years we have connected Aussies with each other and the rest of the world.

 

History & Challenges

  •          Telstra employs more than 39,000 employees.
  •          In 2013 we had more than 15 million mobile customers (Australia’s total population is 22 million), 7.8 million fixed voice customers and 25.5 billion dollars in sales revenue.  
  •          Although large in size, fantastic business performance results and the fact that we have a long standing history in Australia, we are faced with our biggest challenge – Customer satisfaction. In 2011 our satisfaction rating was 66% when the industry average was 68%.  

 

Business Goal

As a Telecommunications company we know how significant it is for Australians to connect with each other, and we know that our role in connecting Australians needs to be one step ahead of the change in behaviour. Therefore Telstra’s goal is to create a brilliant connected future for all Australians. 

 

One of the amazing things the Lithium platform has allowed us to do is not only let us having a conversation with our customers but allowed our customers to have conversations with each other.

 

CrowdSupport has helped us provide service to customers in a one to many channel and has helped build advocacy. By having customers answer each other’s questions we are able to assist more customers by being able to scale the customer service offered. We are also providing rich customer experience via Lithium Social Web; Telstra service agents are able to review each community post for accuracy and escalation which is a clear point of differentiation from other non Telstra brand supported forums. 

 

We are using the Lithium platform to achieve our company purpose; by connecting people in connected channels. Telstra now has a community where the conversation starts with the community – this is at the very core of our DNA and our purpose. Every time we need to have a meaningful conversation with our customers about anything we can do it within CrowdSupport. Below are some examples of how we’ve used the channel as part of our digital strategy.

  

Handset Updates: Fortnightly device updates

We launched the handset updates board taking a simple webpage on our corporate website that was updated every 3 months and converting it into a fortnightly community discussion with our customers around our mobile devices. This continual exchange of information around the process and steps we undertake to update these devices has not only helped to keep our customers informed but also helps us to prioritize what we need to review next. In the past few months the board has generated 46,000 unique visits, 884 post and 150 kudos.

 

This demonstrates how hundreds of thousands of people including news publications receive updates and information from Telstra at exactly the same time.

 

Product Exits: Facebook.Zero Application

This particular post has been one of the top 5 most viewed posts on the Lithium platform over the past few weeks. The post was a result of the discontinuation of 0.facebook.com service planned for later this year and although it’s not a good news story, we acknowledge that it’s no longer acceptable for brands not to be transparent.

 

0.facebook.com was a new mobile site that includes all of the key features of Facebook but is optimized for speed with zero data charges. Crowdsupport has been used as one of our primary channels for communicating exits of products and services, and we have been able to communicate en masse to our customers around this upcoming change and allowed for a vibrant discussion around alternative options. The initial announcement post (for the exit of 0.facebook.com) has generated over 62,000 unique visits and 11 Kudos.  

  

TVC: Crowdsupport P2P Community goes mainstream.

We’ve had a community for 3 years and in this time we’ve demonstrated our purpose of connecting Australians and recognized that communities are no longer for a particular type of user; it’s for everyone.

  

As part of our customer awareness program around our online support tools, CrowdSupport featured in a nationwide television and outdoor advertising campaign with the tagline “More heads are better than one”. This campaign ran in primetime hours and helped to drive engagement and registration in the community. This not only demonstrates what an integral part CrowdSupport plays in our overall digital strategy but how this has translated into an overall business focus.

  

TV ad: http://bit.ly/1au3P4z

 

Driving organic search

Crowdsupport growth strategy has always been focused on understanding the analytics that drive community discussion and prioritizing our initiatives. Our help and support team are actively involved in reviewing what our customers are posting in the community and generating supporting content. This continual content review, supported by regular community members, has resulted in over 50% of all the community traffic being generated from Google search. A recent example of how we leverage the community organic search was our campaign, “Telstra New Phone Feeling”, where we managed to post an article which returned a top 5 search result within minutes of posting. 

  

Telstra Identity (Single Sign On)

We have removed the biggest hurdle to contributing to our community by implementing single sign on. Customers can now sign in using their Facebook credentials.

  

Migration of the community registration and login process to Telstra Identity was a key initiative driven by customer feedback in CrowdSupport. This project involved moving over 50,000 registered users off the Lithium Technology login to Telstra Identity and involved several months of planning, design, development and testing to minimize disruption. This change has quadrupled weekly completed registrations by significantly reducing the barrier to registering and logging into the community.

 

Community Reach

With our focus on creating advocacy through improved customer service, the CrowdSupport Community has become an integral part of our online support and engagement strategy. In 2013 over a quarter of the Australian population visited CrowdSupport (6 Million) to find information around Telstra’s products and services. In the same period, visits to the community have increased two-fold and the quality metrics have also improved; with the average time on site reducing by five seconds and average page depth down from 2.26 to 1.90 PPV (pages per visit); this suggests that our customers are finding the information they need faster. The improved reach without effect quality is a great example of how a branded, managed peer to peer community can not only be used as an additional support channel but also as a platform for creating customer advocacy. 

 

Telstra screenshot.jpg

 

Our results demonstrate the customer’s need and desire and the need to connect with us and one another via the Lithium platform.

  

Current results – as of March 20, 2014:

  •          Posts: 121,241
  •          Accepted Solutions: 3595
  •          KB articles: 337
  •          Ideas submitted: 364
  •          Registrations: 113,699
  •          Kudos awarded: 18,316

 

Future initiatives that we’re considering.

 

The digitization of our company means we are now taking what we’ve learned to enable our 39,000 strong workforce to change the way the entire organization works. Once again the aim is to provide a brilliantly connected future by staying one step in front of a societal change.

 

  •          ITC Internal Peer Community: Extending on the knowledge gained and success of CrowdSupport, the organization has begun work on deploying an internal instance of a P2P community that will allow Telstra staff to collaborate on common IT support questions. The aim is to significantly improve collaboration between our multiple business units and grow our internal knowledgebase.    

 

  •          Live Chat Connection: We are personalizing our interactions with each of our customers. To support this initiative we are leveraging CrowdSupport by registering each of our live chat agents with a Crowdsupport profile and providing the customer this profile when we close off each chat interaction. If a customer chooses to stay in touch with the same Telstra consultant with whom they have been chatting, they can easily reconnect with the agent on Crowdsupport. Internally we call it “My Customer, My Responsibility” and the goal of the initiative is to build a strong relationship by listening and resolving queries quickly. 

 

  •          Develop socially enabled enterprise: An enterprise wide participation includes cross functional collaboration with the rest of the organisation i.e having all product leads contribute to content and answers within the platform. As part of an organization-wide Brilliantly Connected Advocacy program, we are currently investigating the possibility of using Crowdsupport as a direct channel for connecting our customers with a face for each of our online customer support agents. This functionality will also allow our customers to come back to these agents for future interactions.

 

  •          Mobile First Strategy to drive better user experience: Across the last 6 months, 45% of visits to CrowdSupport have come via mobile handset or tablet device and as part of our mobile first strategy we are undertaking a full review of the community experience on a mobile device and over the next few months be making changes to ensure content is easily consumed.

 

Status:
2015 Lithy Submission

Lithys 2015: Autodesk - Support Savings MVP

By JaniceK

Lithys 2015: Autodesk - Support Savings MVP

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-25-2015 09:06 PM - edited ‎04-25-2015 09:08 PM

Company: Autodesk Autodesk logo.png

Entry submitted by: Lois Townsend (loisT) Director, Social Media and Community

Community: Autodesk Community (Forums.autodesk.com)

Lithy category: Support Savings MVP

 

Autodesk, Inc., is a leader in 3D design, engineering and entertainment software. Customers across the manufacturing, architecture, building, construction, and media and entertainment industries—including the last 19 Academy Award winners for Best Visual Effects—use Autodesk software to design, visualize, and simulate their ideas before they're ever built or created. From blockbuster visual effects and buildings that create their own energy to electric cars and the batteries that power them, the work of our 3D software customers is everywhere you look.

 

Since its introduction of AutoCAD software in 1982, Autodesk continues to develop the broadest portfolio of state-of-the-art 3D software for global markets. Through our apps for iPhone, iPad, iPod, and Android, we're also making design technology accessible to professional designers as well as amateur designers, homeowners, students, and casual creators. Whether it's a kid looking to build a new contraption, a seasoned pro sketching out a great new idea, or someone who just wants to amp up their creative output, we're taking technology originally built for movie studios, automakers, and architectural firms, and making it available to anyone who wants to create and share their ideas with the world.

 

Autodesk, one of the world leaders in 3D design, engineering, and entertainment software is delivering on customers’ needs before they ask. Autodesk drives customer loyalty and product affinity through a Total Community strategy. The strategy includes activations on Facebook, nearly 200,000 followers on Twitter, more than 40 million views on YouTube, and a branded community, running on the Lithium platform, which has seen its unique visitors grow by 34% in the last year, with a membership of 2million+ customers.


One of the pillars of the Autodesk social strategy is its branded community which is the main hub for directly connecting with customers.  Dating back to 1986, with Compuserve, Autodesk has leveraged community to foster peer-to-peer to support, drive greater brand affinity, and solidify relationships with its customers. It has evolved to focus on collaborating with and anticipating the needs of customers.


Now its nine communities in multiple languages offer customers unique experiences by industry, region, and expertise level. The company shares product use information, solves potential product issues, and promotes best practices to proactively supply customers with the tools and information needed for a successful product experience supporting Autodesk’s customer care goals which are centered on rapid, relevant, service, support and learning for every customer.

 

Autodesk’s recently-launched Knowledge Network (AKN) as a place for users to find product solutions, learn more about products and link in to the community. When looking for support, top knowledge based articles appear in search results, which even include accepted solutions from the community. This speaks volumes to the importance of the Autodesk Community participation for quick problem solving capabilities, not to mention the Expert Elites our Super Users of Autodesk Community who answer support questions directly.  In the last 12 months, nearly 20 million unique visitors came to the AKN site to learn and explore, troubleshoot an issue, or download software.

 

Autodesk chart 3.png

Autodesk’s Expert Elite are the Super Fans and lifeblood of the Autodesk Community. The Autodesk Expert Elite program was created to recognize customers around the world who have contributed a significant amount of time, knowledge, and assistance to fellow customers.  These people have demonstrated a strong sense of leadership and use an engaging style of collaboration that contributes to a healthy and valuable customer community. The program now has over 200 members representing 23 different countries. They have delivered 7,000 accepted solutions, received 17,000 kudos and posted 60,000 replies.

Autodesk chart 4.png

Autodesk has also recognized the importance of video content on the community, and last year piloted and launched a webinar program to proactively offer customers another way to learn about and experience Autodesk products. For instance, the Installation and Licensing Community hosted “Troubleshooting Desktop Subscription Licensing issues” webinar to give users the information they need to get the “software up and ready.”  The Autodesk Help webinar series is a virtual studio house, with regular, and in some cases weekly offerings.  Webinar attendance can be as high as 200 live attendees and videos posted online can reach over 5,000 views. Over 50% of webinar attendees are repeat participants because they derive continued value from the webinar content.

 

Autodesk chart 5.png

These programs provide information that helps our customers get their products up and running quickly.  Our goal is helping customers to optimize productivity and with these programs our service and support professionals can begin to shift reactive help to providing more proactive solutions to our customers.

 

Our business results

 

Autodesk’s collaborative and proactive approach supported by several key programs, including Expert Elite, Knowledge Network, and Autodesk Help Webinars. The tactics have delivered the following community success metrics:

  • Autodesk Communities received over 27 million unique visits in the last 12 months.
  • Autodesk Community successfully serves answers to millions of customers, yielding a multimillion dollar value to Autodesk and its customers.
  • Customer success is tracked and measured via surveys to ensure that the community is providing actual solutions, and at an increasing rate.
  • The community has more than 2 million registered members that have shared more than 135,000 kudos and over 20,000 newly accepted solutions in the last year.

 


Company: Autodesk Autodesk logo.png

Entry submitted by: Lois Townsend (loisT) Director, Social Media and Community

Community: Autodesk Community (Forums.autodesk.com)

Lithy category: Support Savings MVP

 

Autodesk, Inc., is a leader in 3D design, engineering and entertainment software. Customers across the manufacturing, architecture, building, construction, and media and entertainment industries—including the last 19 Academy Award winners for Best Visual Effects—use Autodesk software to design, visualize, and simulate their ideas before they're ever built or created. From blockbuster visual effects and buildings that create their own energy to electric cars and the batteries that power them, the work of our 3D software customers is everywhere you look.

 

Since its introduction of AutoCAD software in 1982, Autodesk continues to develop the broadest portfolio of state-of-the-art 3D software for global markets. Through our apps for iPhone, iPad, iPod, and Android, we're also making design technology accessible to professional designers as well as amateur designers, homeowners, students, and casual creators. Whether it's a kid looking to build a new contraption, a seasoned pro sketching out a great new idea, or someone who just wants to amp up their creative output, we're taking technology originally built for movie studios, automakers, and architectural firms, and making it available to anyone who wants to create and share their ideas with the world.

 

Autodesk, one of the world leaders in 3D design, engineering, and entertainment software is delivering on customers’ needs before they ask. Autodesk drives customer loyalty and product affinity through a Total Community strategy. The strategy includes activations on Facebook, nearly 200,000 followers on Twitter, more than 40 million views on YouTube, and a branded community, running on the Lithium platform, which has seen its unique visitors grow by 34% in the last year, with a membership of 2million+ customers.


One of the pillars of the Autodesk social strategy is its branded community which is the main hub for directly connecting with customers.  Dating back to 1986, with Compuserve, Autodesk has leveraged community to foster peer-to-peer to support, drive greater brand affinity, and solidify relationships with its customers. It has evolved to focus on collaborating with and anticipating the needs of customers.


Now its nine communities in multiple languages offer customers unique experiences by industry, region, and expertise level. The company shares product use information, solves potential product issues, and promotes best practices to proactively supply customers with the tools and information needed for a successful product experience supporting Autodesk’s customer care goals which are centered on rapid, relevant, service, support and learning for every customer.

 

Autodesk’s recently-launched Knowledge Network (AKN) as a place for users to find product solutions, learn more about products and link in to the community. When looking for support, top knowledge based articles appear in search results, which even include accepted solutions from the community. This speaks volumes to the importance of the Autodesk Community participation for quick problem solving capabilities, not to mention the Expert Elites our Super Users of Autodesk Community who answer support questions directly.  In the last 12 months, nearly 20 million unique visitors came to the AKN site to learn and explore, troubleshoot an issue, or download software.

 

Autodesk chart 3.png

Autodesk’s Expert Elite are the Super Fans and lifeblood of the Autodesk Community. The Autodesk Expert Elite program was created to recognize customers around the world who have contributed a significant amount of time, knowledge, and assistance to fellow customers.  These people have demonstrated a strong sense of leadership and use an engaging style of collaboration that contributes to a healthy and valuable customer community. The program now has over 200 members representing 23 different countries. They have delivered 7,000 accepted solutions, received 17,000 kudos and posted 60,000 replies.

Autodesk chart 4.png

Autodesk has also recognized the importance of video content on the community, and last year piloted and launched a webinar program to proactively offer customers another way to learn about and experience Autodesk products. For instance, the Installation and Licensing Community hosted “Troubleshooting Desktop Subscription Licensing issues” webinar to give users the information they need to get the “software up and ready.”  The Autodesk Help webinar series is a virtual studio house, with regular, and in some cases weekly offerings.  Webinar attendance can be as high as 200 live attendees and videos posted online can reach over 5,000 views. Over 50% of webinar attendees are repeat participants because they derive continued value from the webinar content.

 

Autodesk chart 5.png

These programs provide information that helps our customers get their products up and running quickly.  Our goal is helping customers to optimize productivity and with these programs our service and support professionals can begin to shift reactive help to providing more proactive solutions to our customers.

 

Our business results

 

Autodesk’s collaborative and proactive approach supported by several key programs, including Expert Elite, Knowledge Network, and Autodesk Help Webinars. The tactics have delivered the following community success metrics:

  • Autodesk Communities received over 27 million unique visits in the last 12 months.
  • Autodesk Community successfully serves answers to millions of customers, yielding a multimillion dollar value to Autodesk and its customers.
  • Customer success is tracked and measured via surveys to ensure that the community is providing actual solutions, and at an increasing rate.
  • The community has more than 2 million registered members that have shared more than 135,000 kudos and over 20,000 newly accepted solutions in the last year.

 

Status:
2014 Lithy Submission

Lithys 2014: DenizBank - Excellence in Customer Sa...

By JaniceK

Lithys 2014: DenizBank - Excellence in Customer Satisfaction

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-25-2014 11:16 AM - edited ‎05-05-2014 10:57 AM

Company: DenizBank  Denizbank logo.png

Entry submitted by: Ebru Urunga, Manager at Customer Satisfaction

LSW: https://twitter.com/DenizBank and https://tr-tr.facebook.com/DenizBank

Lithy category: Excellence in Customer Satisfaction

 

DenizBank was founded in 1938 as a state-owned bank in order to provide funding for the developing Turkish maritime sector. Acquired by Zorlu Holding from the Privatization Administration as a banking license in early 1997, DenizBank was further acquired in October 2006 by Dexia, a leading financial group in Europe. Continuing its activities under Dexia umbrella for 6 years, DenizBank operates as from 28 September 2012 under the roof of Sberbank, the biggest and deepest-rooted bank in Russia. As of July 1st, 2013; consumer banking portfolio of Citi Turkey with more than 600 thousand customers and nearly 1400 employees were transferred to DenizBank.

 

The innovative and reformist strategy is our dominant qualification in the market. We are happy to rank the 5th largest private bank in Turkey according to consolidated asset size from a bank without branches, employees or customers, in only 17 years which is considered very short for our sector. We place our customers at the heart of all activities and work towards offering highest benefit to their lives in the quickest way under a single roof with the most advanced banking products in line with our financial supermarket understanding.

 

Integrating digital and mobile technologies to our products and services is among our priorities. We work towards creating, rather than following trends and place digital & mobile technologies at the very heart of our operations in order both to ease our business practices and render people’s lives more beautiful at Deniz. As a reflection of this vision, we brought in such an innovative project as Facebook Banking to the banking industry not only in Turkey, but throughout the world; realized a breakthrough by accepting credit applications through “Direct Message” at Twitter, one of the most widely used social network websites in the world. We actualized our unique “mobile wallet” application FastPay that enables everyone to make money transfer whether they are DenizBank clients or not. In short, we shaped our whole road map for our customers to benefit more conveniently from the gifts of the mobile and digital world.

 

In addition, we have been placed among the top 3 most praised banks in the sector by Capital Magazine, the prestigious publication of business world in Turkey. Alongside our innovative approach in Digital Banking; we have been placed among the top 3 most praised banks in the sector by Capital Magazine, the prestigious publication of business world in Turkey.

 

The rise of DenizBank having undersigned many success stories with its fast and accessible solutions, excellent service quality and unconditional customer satisfaction philosophy will continue under Sberbank roof from now on… Dozens of achievements that we have realized so far give us an indescribable excitement as the guarantee of the triumphs we shall accomplish in the future. In the new era, we will continue to move towards our target to be among the top players of Turkey. As our motto “Life is beautiful at Deniz” explains, we will carry on working to become the “bank at the hearts of people”.

 

Lithium helps companies unlock the passion of their customers. Lithium software powers amazing Social Customer Experiences for more than 400 iconic brands and supports companies grow brand advocacy, drive sales, reduce costs and accelerate innovation to create social communities that redefine the customer experience.

 

The new Lithium brings together trusted people and trusted content to create an exchange of shared value and a more complete measure of reputation. Most importantly – and what really fires us up – is that this acquisition helps Lithium put the power back into consumers’ hands in a real way that delivers real benefits to consumers as well as brands.

 

We know that corporations that tap into their socially empowered customers stand to gain advantage on their socially reluctant competitors in ways beyond just reducing customer support costs. They’ve realized that customer engagement means real, topline growth and that customers who actively engage with brands, products and services are not only loyal advocates, they also spend more. If a business wants to continue to succeed, she needs to innovate and grow and to do that you need to get serious about social.

 

There’s a growing realization that people don’t want to engage with website marketing copy. They’re seeking to engage their peers and learn from their real experiences. Because that’s what they trust—shared human stories relevant to their personal experiences.  And that is the ultimate moment of truth for brands seeking success with the new customer everyone needs to understand today: Generation C.

 

Social networking will carry us one step forward in Turkey as we have many social media users in our country. We as a bank knows that when we gain the trust of the customers and when we understand them, we will be the bank at the hearts of the people.

 

We care about our customers’  thoughts and ideas.  Our focus is excellence in client service and as a result of this we are the first Bank in Turkey who makes surveys thru Social Media. We listen the customers in every area and provide them solutions proactively. We are aware of the value of experienced staff and we built up a dedicated team for Social media service. They have also separate trainings by professional agencies about social media trends and way of behaving. With the help of Lithium features, they are more aware and flexible with the priorities.

 

Denizbank customer testmonials.png

 

Denizbank knows that, we should be more integrated with social media and provide the best service in that area, to be strong in the digitilization and mobilization age. With this awareness , we recognized the power and privileges of Lithium. We can manage what we can measure and Lithium provides this in very basic and feasible way. We can follow the real time queue backlogs and take necessary actions immediately. If the conversation is not related with us or is not in our scope, we can classify all of these and delete them in one shot by saving time of supervisor. So we can focus with the real claim or complaint of the customers.

 

Word of mouth is a very effective power and social media area holds this by impressing very huge crowds with no cost. This channel becomes a very important candidate which run rings around the other channels by delivering fast and best service wherever our customer or whenever he/she wants to reach us in a very easy way. We improved our quality by the support of Lithium and increased our satisfied customers’ numbers.

 

In our point of view, customer satisfaction is far beyond resolving complaints and we have increased our customer satisfaction by 22%.

 

As we are the 1st  ranking country in Twitter and 2nd ranking country in social media usage in the World, we have a significant number of customers who actively use social media. With the help of Lithium’s flexibility we can process 19% more conversations than before.

 

We started to manage all accounts in one program which provided a 24% increase in agent productivity.

 

Frequent templates have been defined into the system and supply a 30 second savings for each notice by making easier knowledge contribution. Decreasing unrelated conversations provides agents the ability to deal with the real customer claims and complaints, and this feature resulted in a 25% improvement in agent response time.

 

Previously one staff member was checking all conversations and then measuring and reporting the metrics manually. But with Lithium’s privileges, the monitoring became easier and we had a 53% FTE savings.

 

Supervision management and reporting has the ability of online monitoring and being alert in any capacity issues or crisis environment. Real time queue backlogs can be followed up easily. This provides us the ability to take the necessary action where and when necessary.


Company: DenizBank  Denizbank logo.png

Entry submitted by: Ebru Urunga, Manager at Customer Satisfaction

LSW: https://twitter.com/DenizBank and https://tr-tr.facebook.com/DenizBank

Lithy category: Excellence in Customer Satisfaction

 

DenizBank was founded in 1938 as a state-owned bank in order to provide funding for the developing Turkish maritime sector. Acquired by Zorlu Holding from the Privatization Administration as a banking license in early 1997, DenizBank was further acquired in October 2006 by Dexia, a leading financial group in Europe. Continuing its activities under Dexia umbrella for 6 years, DenizBank operates as from 28 September 2012 under the roof of Sberbank, the biggest and deepest-rooted bank in Russia. As of July 1st, 2013; consumer banking portfolio of Citi Turkey with more than 600 thousand customers and nearly 1400 employees were transferred to DenizBank.

 

The innovative and reformist strategy is our dominant qualification in the market. We are happy to rank the 5th largest private bank in Turkey according to consolidated asset size from a bank without branches, employees or customers, in only 17 years which is considered very short for our sector. We place our customers at the heart of all activities and work towards offering highest benefit to their lives in the quickest way under a single roof with the most advanced banking products in line with our financial supermarket understanding.

 

Integrating digital and mobile technologies to our products and services is among our priorities. We work towards creating, rather than following trends and place digital & mobile technologies at the very heart of our operations in order both to ease our business practices and render people’s lives more beautiful at Deniz. As a reflection of this vision, we brought in such an innovative project as Facebook Banking to the banking industry not only in Turkey, but throughout the world; realized a breakthrough by accepting credit applications through “Direct Message” at Twitter, one of the most widely used social network websites in the world. We actualized our unique “mobile wallet” application FastPay that enables everyone to make money transfer whether they are DenizBank clients or not. In short, we shaped our whole road map for our customers to benefit more conveniently from the gifts of the mobile and digital world.

 

In addition, we have been placed among the top 3 most praised banks in the sector by Capital Magazine, the prestigious publication of business world in Turkey. Alongside our innovative approach in Digital Banking; we have been placed among the top 3 most praised banks in the sector by Capital Magazine, the prestigious publication of business world in Turkey.

 

The rise of DenizBank having undersigned many success stories with its fast and accessible solutions, excellent service quality and unconditional customer satisfaction philosophy will continue under Sberbank roof from now on… Dozens of achievements that we have realized so far give us an indescribable excitement as the guarantee of the triumphs we shall accomplish in the future. In the new era, we will continue to move towards our target to be among the top players of Turkey. As our motto “Life is beautiful at Deniz” explains, we will carry on working to become the “bank at the hearts of people”.

 

Lithium helps companies unlock the passion of their customers. Lithium software powers amazing Social Customer Experiences for more than 400 iconic brands and supports companies grow brand advocacy, drive sales, reduce costs and accelerate innovation to create social communities that redefine the customer experience.

 

The new Lithium brings together trusted people and trusted content to create an exchange of shared value and a more complete measure of reputation. Most importantly – and what really fires us up – is that this acquisition helps Lithium put the power back into consumers’ hands in a real way that delivers real benefits to consumers as well as brands.

 

We know that corporations that tap into their socially empowered customers stand to gain advantage on their socially reluctant competitors in ways beyond just reducing customer support costs. They’ve realized that customer engagement means real, topline growth and that customers who actively engage with brands, products and services are not only loyal advocates, they also spend more. If a business wants to continue to succeed, she needs to innovate and grow and to do that you need to get serious about social.

 

There’s a growing realization that people don’t want to engage with website marketing copy. They’re seeking to engage their peers and learn from their real experiences. Because that’s what they trust—shared human stories relevant to their personal experiences.  And that is the ultimate moment of truth for brands seeking success with the new customer everyone needs to understand today: Generation C.

 

Social networking will carry us one step forward in Turkey as we have many social media users in our country. We as a bank knows that when we gain the trust of the customers and when we understand them, we will be the bank at the hearts of the people.

 

We care about our customers’  thoughts and ideas.  Our focus is excellence in client service and as a result of this we are the first Bank in Turkey who makes surveys thru Social Media. We listen the customers in every area and provide them solutions proactively. We are aware of the value of experienced staff and we built up a dedicated team for Social media service. They have also separate trainings by professional agencies about social media trends and way of behaving. With the help of Lithium features, they are more aware and flexible with the priorities.

 

Denizbank customer testmonials.png

 

Denizbank knows that, we should be more integrated with social media and provide the best service in that area, to be strong in the digitilization and mobilization age. With this awareness , we recognized the power and privileges of Lithium. We can manage what we can measure and Lithium provides this in very basic and feasible way. We can follow the real time queue backlogs and take necessary actions immediately. If the conversation is not related with us or is not in our scope, we can classify all of these and delete them in one shot by saving time of supervisor. So we can focus with the real claim or complaint of the customers.

 

Word of mouth is a very effective power and social media area holds this by impressing very huge crowds with no cost. This channel becomes a very important candidate which run rings around the other channels by delivering fast and best service wherever our customer or whenever he/she wants to reach us in a very easy way. We improved our quality by the support of Lithium and increased our satisfied customers’ numbers.

 

In our point of view, customer satisfaction is far beyond resolving complaints and we have increased our customer satisfaction by 22%.

 

As we are the 1st  ranking country in Twitter and 2nd ranking country in social media usage in the World, we have a significant number of customers who actively use social media. With the help of Lithium’s flexibility we can process 19% more conversations than before.

 

We started to manage all accounts in one program which provided a 24% increase in agent productivity.

 

Frequent templates have been defined into the system and supply a 30 second savings for each notice by making easier knowledge contribution. Decreasing unrelated conversations provides agents the ability to deal with the real customer claims and complaints, and this feature resulted in a 25% improvement in agent response time.

 

Previously one staff member was checking all conversations and then measuring and reporting the metrics manually. But with Lithium’s privileges, the monitoring became easier and we had a 53% FTE savings.

 

Supervision management and reporting has the ability of online monitoring and being alert in any capacity issues or crisis environment. Real time queue backlogs can be followed up easily. This provides us the ability to take the necessary action where and when necessary.

Status:
2015 Lithy Submission

Lithys 2015: Google AdWords - Marketing Champion

By JaniceK

Company: Google AdWords

Google logo.png

Entry submitted by: Akshay Nair (Akshay) Global Project Manager, AdWords Communities

Community: Google AdWords Community

https://www.ru.adwords-community.com (Russian Community)

https://www.pt.adwords-community.com (Portuguese Community)

https://www.es.adwords-community.com (Spanish Community)

Lithy category: Marketing Champion

 

AdWords, a flagship product of Google, accounts for the majority of the company’s revenue. Utilized by millions of businesses in over 40 languages around the world, AdWords penetration is accelerating while its features become increasingly sophisticated. 

 

Google recognizes the opportunity to help SMBs improve their businesses through adding features that improve their advertising campaigns. AdWords customers range from multi-million dollar companies to tiny mom-and-pop businesses. Our aim is to provides a feature-rich advertising platform suited to all types of advertisers and advertiser needs.

 

Google AdWords has leveraged the power of the Lithium platform to drive our customer education efforts on some of our fastest growing AdWords communities - Spanish (ES), Portuguese (PT) and Russian (RU). To educate our customers on AdWords and all it’s features, we use webinars (executed through the Hangouts On Air technology) and various video formats that we host on the Lithium platform. We’ve built in functionality that allows us to track the impact of our video content. This includes actions performed by our customers on their AdWords accounts after they have watched our webinars and engaged with our video content on these communities.

 

Our marketing program

 

We care immensely for our influencers and understand the value they bring to our 1:many efforts. The Google Partners Academy in the PT/ES markets and the “Boost IT” program in RU allowed us to reach and engage online marketing professionals, advance their product knowledge, educate them and share advice on how to improve their online marketing efforts.  

 

Google Partners Academy - is a customer education program targeting Google Partners (certified AdWords agencies and certified marketing professionals). The program consists of a series of Hangouts On Air, where Google specialists (AdWords support team, account managers) guide users through a range of product-related and online marketing-related topics.

 

Google Adwords 1.jpg

“Boost IT” - is an educational program targeting Ukrainian large advertisers from the IT sector. This program consists of a series of Hangouts On Air where account managers answer advertisers’ questions online, give presentations on product-related topics and share best practices that are relevant to our IT clients.  


All discussions, questions and user conversations during and after the webinar happen on the respective communities where the Hangout On Air is hosted.

 

Google 2.jpg

To scale our efforts further, these customer education models and initiatives were later launched in other market communities. We’ve partnered across Google with Large Client Services, Small & Medium Business Account Managers and Marketing teams based in Dublin, Wroclaw, Sao Paulo, Kiev, Buenos Aires and Mexico City to ensure we touch as many advertisers as possible. Also, we feature our Top Contributors and Rising Stars in our webinars who share their experience and insights in a live environment by answering questions in real-time.

 

Our results

 

  • Community growth:
    • All three communities (ES/PT/RU) doubled their size from 320k to 630k annual visits on average.
  • User impact:
    • We had a 232% increase in certified individuals in our Spanish speaking markets in 2014
    • 29% of all actions taken by our customers who visited our 10 Communities around the world were driven by these three communities alone
  • Cost savings:
    • Our training efforts with the Google Partners Academy program recorded a cost saving of 91% per attendee

Company: Google AdWords

Google logo.png

Entry submitted by: Akshay Nair (Akshay) Global Project Manager, AdWords Communities

Community: Google AdWords Community

https://www.ru.adwords-community.com (Russian Community)

https://www.pt.adwords-community.com (Portuguese Community)

https://www.es.adwords-community.com (Spanish Community)

Lithy category: Marketing Champion

 

AdWords, a flagship product of Google, accounts for the majority of the company’s revenue. Utilized by millions of businesses in over 40 languages around the world, AdWords penetration is accelerating while its features become increasingly sophisticated. 

 

Google recognizes the opportunity to help SMBs improve their businesses through adding features that improve their advertising campaigns. AdWords customers range from multi-million dollar companies to tiny mom-and-pop businesses. Our aim is to provides a feature-rich advertising platform suited to all types of advertisers and advertiser needs.

 

Google AdWords has leveraged the power of the Lithium platform to drive our customer education efforts on some of our fastest growing AdWords communities - Spanish (ES), Portuguese (PT) and Russian (RU). To educate our customers on AdWords and all it’s features, we use webinars (executed through the Hangouts On Air technology) and various video formats that we host on the Lithium platform. We’ve built in functionality that allows us to track the impact of our video content. This includes actions performed by our customers on their AdWords accounts after they have watched our webinars and engaged with our video content on these communities.

 

Our marketing program

 

We care immensely for our influencers and understand the value they bring to our 1:many efforts. The Google Partners Academy in the PT/ES markets and the “Boost IT” program in RU allowed us to reach and engage online marketing professionals, advance their product knowledge, educate them and share advice on how to improve their online marketing efforts.  

 

Google Partners Academy - is a customer education program targeting Google Partners (certified AdWords agencies and certified marketing professionals). The program consists of a series of Hangouts On Air, where Google specialists (AdWords support team, account managers) guide users through a range of product-related and online marketing-related topics.

 

Google Adwords 1.jpg

“Boost IT” - is an educational program targeting Ukrainian large advertisers from the IT sector. This program consists of a series of Hangouts On Air where account managers answer advertisers’ questions online, give presentations on product-related topics and share best practices that are relevant to our IT clients.  


All discussions, questions and user conversations during and after the webinar happen on the respective communities where the Hangout On Air is hosted.

 

Google 2.jpg

To scale our efforts further, these customer education models and initiatives were later launched in other market communities. We’ve partnered across Google with Large Client Services, Small & Medium Business Account Managers and Marketing teams based in Dublin, Wroclaw, Sao Paulo, Kiev, Buenos Aires and Mexico City to ensure we touch as many advertisers as possible. Also, we feature our Top Contributors and Rising Stars in our webinars who share their experience and insights in a live environment by answering questions in real-time.

 

Our results

 

  • Community growth:
    • All three communities (ES/PT/RU) doubled their size from 320k to 630k annual visits on average.
  • User impact:
    • We had a 232% increase in certified individuals in our Spanish speaking markets in 2014
    • 29% of all actions taken by our customers who visited our 10 Communities around the world were driven by these three communities alone
  • Cost savings:
    • Our training efforts with the Google Partners Academy program recorded a cost saving of 91% per attendee

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