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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.

2016 winners will be announced at LiNC on June 9th, 2016. More on the 2016 Lithys. You can browse all previous entries and winners by using labels & statuses below.

The stories are amazing.


 
New Idea
Status:
2016 Lithy Submission

Lithys 2016: Magento Commerce - Marketing Champion

By JaniceK

453.pngCompany: Magento Commerce


Entry submitted by: Sherrie Rohde (Community Manager)

Community: Magento Community

Lithy category:  Marketing Champion

 

Trusted by more than 250,000 businesses worldwide, Magento Commerce is the leading provider of open omnichannel innovation to retailers, brands and branded manufacturers across retail B2C and B2B industries. In addition to its flagship open source digital commerce platform, Magento Commerce boasts a strong portfolio of cloud-based omnichannel solutions empowering merchants to successfully integrate digital and physical shopping experiences. With over $50B in gross merchandise volume transacted on the platform annually, Magento Commerce is the foremost provider to the Internet Retailer Top 1000 and the Internet Retailer B2B 300, counting more than double the clients to the next closest competitor. Magento Commerce is supported by a vast global network of solution and technology partners, a highly active global developer community and the largest eCommerce marketplace for extensions available for download on the Magento Marketplace. More information can be found at www.magento.com.

 

Our unique promotion

 

3021.png

 

While we can’t fully quantify the size of the Magento community, we know the Magento ecosystem comprises of 250,000 merchants, 300 partners, over 1,000 solution implementers, 130,000 developers with 5,900 of them being Magento certified.

 

32.png

  

In 2015, the Magento community created over 2,500 pull requests and issues for Magento 2.0 on Github, presented over 500 talks on Magento or at Magento-centric events, produced over 100 podcast episodes centered around Magento, organized conferences and meetups in over 24 different countries, wrote three books about Magento, contributed to official product documentation, wrote countless blog posts to raise awareness and education and answered thousands of questions on both StackExchange and the Magento Forums (Lithium Community).

 

sac.png

 

As you can see, we have an amazing and highly active community who are constantly contributing to our product and advocating for our brand. However, until now, we have never had a formal recognition program in place. The absence of this program sometimes created confusion when looking to stakeholders for beta invites, feedback, event invites, etc.

 

This year, we created the Magento Masters (super user) program, the culmination of over six months of research and strategic planning to develop an initiative that elevates our most active community members, recognizes them for their contributions, and empowers them to help others learn more about the Magento platform and to succeed in our ecosystem.

 

Creating this program was no small feat as we really wanted to make sure that we had a full picture of our community contributions. We went through several revisions of a scoring algorithm asking various stakeholders if we were missing any aspect that helped those in our community move forward. For every type of contribution, we took the time to think through how we felt it should weight in relation to other contribution types based on the impact that contribution likely had on the community. After pulling data from multiple sources we had access to including Lithium Social Intelligence, we were able to start surfacing names. As we added to the data we were able to qualify the algorithm was what it should be. While some names were not a surprise, and shouldn’t be, it also gave us more insight to other members in the community who were less vocal contributors. Being able to connect with these contributors allowed us to really grow these relationships with key community leaders.

 

In addition to surfacing key community leaders that may not have been top of radar, this algorithm and data collection also allowed us to begin to share numbers like those above with our community. Our company was proud and our community was proud of what we’ve been able to accomplish together in just one year. In reality, that year barely scratches the surface. This data also gives us quick insights into community leaders by region, role and company type which is often needed when identifying who to connect with for initiatives and opportunities.

 

As we thought through the program, we tried to keep a “What’s in it for me?” mindset for our community leaders, not just for us. Magento Masters members benefit from recognition both online and offline. This means a special badge and rank created for them and applied to their account on our Lithium Community platform as well as access to a private Magento Masters Lounge there. We also recognized them on our blog and at our annual conference, where we presented them with a physical award, which we’ll expand on more while discussing the campaign. Magento Masters will have increased access to things like beta programs, roadmaps and feedback opportunities as they arise. Some of this will be facilitate via a quarterly call with our product team and other key team members. We were also able to host them for a VIP lunch event at our conference and offer discounts on both certification and events.

 

gbfds.pnggfsvd.png

 

Our goal in creating the Magento Masters program was to create clarity within our organization on who to look to as community leaders at the same time as being able to recognize them in a way they truly deserve – valued in front of their peers. We strongly believe we accomplished this.

Our strategy and tactics

 

Before beginning promotion of the Magento Master program, we worked with our brand and design teams to create a unique visual identity. After many whiteboard sessions, we landed on Magento Masters with three types: Movers, Mentors and Makers:

  • Movers are Magento’s top advocates and ecosystem thought leaders who have demonstrated their expertise in driving innovation through Magento solutions. They are influencers in the industry in delivering best-of-class Magento implementations and advocate for Magento at industry events.
  • Mentors are top contributors to the Magento Community who are highly active educating others and developing resources for them. They have proven expertise on building successful Magento implementations.
  • Makers are frequent contributors valued by Magento and other community members. They actively engage with others in the Magento Community, sharing ideas, insights, and constructive feedback.

 

By creating these types, we were able to share clarity around why each Magento Master was selected with individual reasons supplied for each one when announcing them on our blog.

 

We first announced this program during our MagentoLive France event in Paris:

 

 

 

87.png

 

Later that week, we echoed the announcement a presentation at a community-organized conference in Milan focused around how to get involved in the community and key people who were contributing in various areas of our community: http://www.slideshare.net/SherrieRohde/how-do-i-get-involved-in-the-magento-community-57914070.

 

Our 2016 Magento Masters were then selected and invited to the program based on their contributions to the community in 2015. Because our community is truly a “Total Community,” we created an algorithm that calculated their community contributions from key areas where we believe they truly help to move the community forward as a whole. These areas include our Lithium Community platform, StackExchange, Github code contributions, official documentation contributions, speaking engagements, blogging, published books and organizing both meetups and conferences.

 

We announced the Magento Masters via our social media channels, in our weekly community digests on the Lithium platform and on our blog:

 

543.png

During our opening keynote at our 2016 6th annual Imagine conference in Las Vegas, our CEO, Magento Evangelist and Community Manager were able to bring 16 of the 20 Magento Masters on stage to recognize and award them in front of 2,500 attendees.

 

w34.pngfdfsc.pnger93.png390.png

 

Our results

 

The results of this program exceeded our expectations, to say the least. Our Magento Masters are so humble and talented, which really added to the experience in the best way. It’s hard to even know where to start with the impact Magento Masters has already had for both our community and our company.


Our community organized podcast brought our Magento Evangelist and Community Manager on for an exclusive interview: http://magetalk.com/magetalk-episode-79-magento-masters/

One of our Magento Masters has added this to his LinkedIn https://pl.linkedin.com/in/snowdog, was celebrated by his company with both a party https://www.facebook.com/media/set/?set=a.10153675678633192.1073741837.71921053191&type=3 and a blog post: https://snow.dog/blog/kuba-zwolinski-announced-magento-master/ .

Other Magento Masters were also announced on their companies’ blogs:

Several others mentioned Magento Masters in their Imagine recaps:

 

We of course gave them some love in our event recap as well: https://magento.com/blog/events/we-are-magento-imagine-2016-highlights

 

Creating this program has inspired ideas across our organization about how to better implement councils, or involve the Magento Masters, in various decisions going forwards. It has also given us massive insight into actually being able to quantify what it is our community brings to the table (e.g. the stats I provided at the beginning) which has astounded and impressed both the community and those across our team.

 

Even before we officially announced the program, we had various departments coming to our community team in search of community members for various things (e.g. EMEA developers) and we were able to provide them with this information quickly and efficiently from the scoring algorithm created for the Magento Masters program. We are finally equipped with a way to connect key community members with key opportunities.

Since announcing the community, several who were once engaged in our old forums are now inspired to be more active on our new forums and the community team, comprising of four Magento Masters, that organizes a Q&A hackathon for the Magento StackExchange has discussed including the forums in their “MageStackDay” events.

 

Also, one of our Magento Masters has been repeatedly approached on how to get involved in the community and especially how to get started speaking about Magento and our female Magento Master (fingers crossed for more next year) is truly being looked to as a mentor for other women in our community, encouraging them to contribute more to qualify themselves for 2017.

 

Digging Into the Numbers

The Magento Masters program launch received over 250 individual posts across Twitter in support from our team, including our executive team, as well as from the community.

 

Our initial tweet announcing Magento Masters remains one of our top 10 posts in the past 90 days with 443 total engagements and 15,061 impressions: https://twitter.com/magento/status/694477995839463424

 

In addition, our tweet announcing the Movers also logged in as a top tweet with 425 total engagements and 16,656 impressions while our top tweet announcing the Mentors received 574 total engagements with 25,487 impressions and the Makers top tweet received 415 total engagements and 16,114 total impressions. A final wrap up announcing all 20 Magento Masters logged in at 340 total engagements and 14,655 impressions and our tweet congratulating them during Imagine logged in at 355 total engagements and 8,422 impressions: https://twitter.com/magento/status/719935530427756544, while several in the audience created their own renditions and our Magento Masters and their companies celebrated on social media throughout the conference.


Our blog post announcing the program is our 4th most popular blog post, excluding product announcements, in Q1 of 2016 while our announcement posts spotlighting the Movers, Mentors and Makers weigh in at 17th, 14th and 12th, respectively.

 

On our Lithium Community platform, Magento Masters visit 92% more than other members. In the first month of implementing the initiative, Magento Master participation increased by 56% while other members increased participation by 6%.

 

Overall we’ve had an overwhelmingly positive reception and heard from our community that this was greatly needed. The next step? Individual in-depth profiles on our blog for each of the Magento Masters as well as launching into our quarterly calls to learn more.

 


453.pngCompany: Magento Commerce


Entry submitted by: Sherrie Rohde (Community Manager)

Community: Magento Community

Lithy category:  Marketing Champion

 

Trusted by more than 250,000 businesses worldwide, Magento Commerce is the leading provider of open omnichannel innovation to retailers, brands and branded manufacturers across retail B2C and B2B industries. In addition to its flagship open source digital commerce platform, Magento Commerce boasts a strong portfolio of cloud-based omnichannel solutions empowering merchants to successfully integrate digital and physical shopping experiences. With over $50B in gross merchandise volume transacted on the platform annually, Magento Commerce is the foremost provider to the Internet Retailer Top 1000 and the Internet Retailer B2B 300, counting more than double the clients to the next closest competitor. Magento Commerce is supported by a vast global network of solution and technology partners, a highly active global developer community and the largest eCommerce marketplace for extensions available for download on the Magento Marketplace. More information can be found at www.magento.com.

 

Our unique promotion

 

3021.png

 

While we can’t fully quantify the size of the Magento community, we know the Magento ecosystem comprises of 250,000 merchants, 300 partners, over 1,000 solution implementers, 130,000 developers with 5,900 of them being Magento certified.

 

32.png

  

In 2015, the Magento community created over 2,500 pull requests and issues for Magento 2.0 on Github, presented over 500 talks on Magento or at Magento-centric events, produced over 100 podcast episodes centered around Magento, organized conferences and meetups in over 24 different countries, wrote three books about Magento, contributed to official product documentation, wrote countless blog posts to raise awareness and education and answered thousands of questions on both StackExchange and the Magento Forums (Lithium Community).

 

sac.png

 

As you can see, we have an amazing and highly active community who are constantly contributing to our product and advocating for our brand. However, until now, we have never had a formal recognition program in place. The absence of this program sometimes created confusion when looking to stakeholders for beta invites, feedback, event invites, etc.

 

This year, we created the Magento Masters (super user) program, the culmination of over six months of research and strategic planning to develop an initiative that elevates our most active community members, recognizes them for their contributions, and empowers them to help others learn more about the Magento platform and to succeed in our ecosystem.

 

Creating this program was no small feat as we really wanted to make sure that we had a full picture of our community contributions. We went through several revisions of a scoring algorithm asking various stakeholders if we were missing any aspect that helped those in our community move forward. For every type of contribution, we took the time to think through how we felt it should weight in relation to other contribution types based on the impact that contribution likely had on the community. After pulling data from multiple sources we had access to including Lithium Social Intelligence, we were able to start surfacing names. As we added to the data we were able to qualify the algorithm was what it should be. While some names were not a surprise, and shouldn’t be, it also gave us more insight to other members in the community who were less vocal contributors. Being able to connect with these contributors allowed us to really grow these relationships with key community leaders.

 

In addition to surfacing key community leaders that may not have been top of radar, this algorithm and data collection also allowed us to begin to share numbers like those above with our community. Our company was proud and our community was proud of what we’ve been able to accomplish together in just one year. In reality, that year barely scratches the surface. This data also gives us quick insights into community leaders by region, role and company type which is often needed when identifying who to connect with for initiatives and opportunities.

 

As we thought through the program, we tried to keep a “What’s in it for me?” mindset for our community leaders, not just for us. Magento Masters members benefit from recognition both online and offline. This means a special badge and rank created for them and applied to their account on our Lithium Community platform as well as access to a private Magento Masters Lounge there. We also recognized them on our blog and at our annual conference, where we presented them with a physical award, which we’ll expand on more while discussing the campaign. Magento Masters will have increased access to things like beta programs, roadmaps and feedback opportunities as they arise. Some of this will be facilitate via a quarterly call with our product team and other key team members. We were also able to host them for a VIP lunch event at our conference and offer discounts on both certification and events.

 

gbfds.pnggfsvd.png

 

Our goal in creating the Magento Masters program was to create clarity within our organization on who to look to as community leaders at the same time as being able to recognize them in a way they truly deserve – valued in front of their peers. We strongly believe we accomplished this.

Our strategy and tactics

 

Before beginning promotion of the Magento Master program, we worked with our brand and design teams to create a unique visual identity. After many whiteboard sessions, we landed on Magento Masters with three types: Movers, Mentors and Makers:

  • Movers are Magento’s top advocates and ecosystem thought leaders who have demonstrated their expertise in driving innovation through Magento solutions. They are influencers in the industry in delivering best-of-class Magento implementations and advocate for Magento at industry events.
  • Mentors are top contributors to the Magento Community who are highly active educating others and developing resources for them. They have proven expertise on building successful Magento implementations.
  • Makers are frequent contributors valued by Magento and other community members. They actively engage with others in the Magento Community, sharing ideas, insights, and constructive feedback.

 

By creating these types, we were able to share clarity around why each Magento Master was selected with individual reasons supplied for each one when announcing them on our blog.

 

We first announced this program during our MagentoLive France event in Paris:

 

 

 

87.png

 

Later that week, we echoed the announcement a presentation at a community-organized conference in Milan focused around how to get involved in the community and key people who were contributing in various areas of our community: http://www.slideshare.net/SherrieRohde/how-do-i-get-involved-in-the-magento-community-57914070.

 

Our 2016 Magento Masters were then selected and invited to the program based on their contributions to the community in 2015. Because our community is truly a “Total Community,” we created an algorithm that calculated their community contributions from key areas where we believe they truly help to move the community forward as a whole. These areas include our Lithium Community platform, StackExchange, Github code contributions, official documentation contributions, speaking engagements, blogging, published books and organizing both meetups and conferences.

 

We announced the Magento Masters via our social media channels, in our weekly community digests on the Lithium platform and on our blog:

 

543.png

During our opening keynote at our 2016 6th annual Imagine conference in Las Vegas, our CEO, Magento Evangelist and Community Manager were able to bring 16 of the 20 Magento Masters on stage to recognize and award them in front of 2,500 attendees.

 

w34.pngfdfsc.pnger93.png390.png

 

Our results

 

The results of this program exceeded our expectations, to say the least. Our Magento Masters are so humble and talented, which really added to the experience in the best way. It’s hard to even know where to start with the impact Magento Masters has already had for both our community and our company.


Our community organized podcast brought our Magento Evangelist and Community Manager on for an exclusive interview: http://magetalk.com/magetalk-episode-79-magento-masters/

One of our Magento Masters has added this to his LinkedIn https://pl.linkedin.com/in/snowdog, was celebrated by his company with both a party https://www.facebook.com/media/set/?set=a.10153675678633192.1073741837.71921053191&type=3 and a blog post: https://snow.dog/blog/kuba-zwolinski-announced-magento-master/ .

Other Magento Masters were also announced on their companies’ blogs:

Several others mentioned Magento Masters in their Imagine recaps:

 

We of course gave them some love in our event recap as well: https://magento.com/blog/events/we-are-magento-imagine-2016-highlights

 

Creating this program has inspired ideas across our organization about how to better implement councils, or involve the Magento Masters, in various decisions going forwards. It has also given us massive insight into actually being able to quantify what it is our community brings to the table (e.g. the stats I provided at the beginning) which has astounded and impressed both the community and those across our team.

 

Even before we officially announced the program, we had various departments coming to our community team in search of community members for various things (e.g. EMEA developers) and we were able to provide them with this information quickly and efficiently from the scoring algorithm created for the Magento Masters program. We are finally equipped with a way to connect key community members with key opportunities.

Since announcing the community, several who were once engaged in our old forums are now inspired to be more active on our new forums and the community team, comprising of four Magento Masters, that organizes a Q&A hackathon for the Magento StackExchange has discussed including the forums in their “MageStackDay” events.

 

Also, one of our Magento Masters has been repeatedly approached on how to get involved in the community and especially how to get started speaking about Magento and our female Magento Master (fingers crossed for more next year) is truly being looked to as a mentor for other women in our community, encouraging them to contribute more to qualify themselves for 2017.

 

Digging Into the Numbers

The Magento Masters program launch received over 250 individual posts across Twitter in support from our team, including our executive team, as well as from the community.

 

Our initial tweet announcing Magento Masters remains one of our top 10 posts in the past 90 days with 443 total engagements and 15,061 impressions: https://twitter.com/magento/status/694477995839463424

 

In addition, our tweet announcing the Movers also logged in as a top tweet with 425 total engagements and 16,656 impressions while our top tweet announcing the Mentors received 574 total engagements with 25,487 impressions and the Makers top tweet received 415 total engagements and 16,114 total impressions. A final wrap up announcing all 20 Magento Masters logged in at 340 total engagements and 14,655 impressions and our tweet congratulating them during Imagine logged in at 355 total engagements and 8,422 impressions: https://twitter.com/magento/status/719935530427756544, while several in the audience created their own renditions and our Magento Masters and their companies celebrated on social media throughout the conference.


Our blog post announcing the program is our 4th most popular blog post, excluding product announcements, in Q1 of 2016 while our announcement posts spotlighting the Movers, Mentors and Makers weigh in at 17th, 14th and 12th, respectively.

 

On our Lithium Community platform, Magento Masters visit 92% more than other members. In the first month of implementing the initiative, Magento Master participation increased by 56% while other members increased participation by 6%.

 

Overall we’ve had an overwhelmingly positive reception and heard from our community that this was greatly needed. The next step? Individual in-depth profiles on our blog for each of the Magento Masters as well as launching into our quarterly calls to learn more.

 

Status:
2016 Lithy Submission

Lithys 2016: Swisscom - Total Community All Star

By JaniceK

thumbnail_Swisscom_Logo_RGB.jpgCompany: Swisscom

Contact: Armin Ledergerber (Social Media Service Designer)

Community: Swisscom Community

Lithy category: Total Community All Star

 

As Switzerland’s leading telecom provider, we are a trustworthy companion in the digital world. Our aim is to inspire our customers with the best network, superb offers and outstanding service. Swisscom is one of the most famous and popular brands in Switzerland.

 

Our service leadership is not only distinguished by the fact that we offer an outstanding level of service in our own service touchpoints, such as the hotline and shops, but also that we reach our customers where they are most active from day-to-day: online and especially on the social web.

 

 

Swisscom’s road to Lithium Total Community

 

The decision to use Lithium was made in 2009. As an early adopter, we were among the first ten European clients to launch a Lithium Community. Two years later, we were the second client in Europe to put LSW into operation. As soon as the partnership began, it became clear that Lithium would be able to help us assert our service leadership in the social web as well.  

 

dc.png

Fig. 1: Social Media Universe of Swisscom

 

LSW for service dialogue in four languages

 

For the digital avant-garde, we offer full-blown customer care on Twitter, Facebook, YouTube, Instagram, and Messenger. Simple service requests and complex issues alike are resolved on these channels. Our goal is to offer an end-to-end resolution of the customer’s request on the channel of his choice.

 

LSW allows not only for effective dialogue management, but also, and in particular, a smooth internal organisation. Service inquiries we receive in German, French, Italian, and English can be distributed easily among two teams in different locations. Since PR, Marketing, and Incident Management specialists also work with LSW, it is possible to provide qualified responses to such inquires as well.

 

gbdfvcs.png

Fig. 2: LSW Setup at Swisscom

 

Community forum for the “long tail” of service requests

 

With our quadrilingual customers-help-customers forum, we aim to bring together experts from the “crowd” with the niche requests of our customers. It is not our goal to treat every issue raised in the forum, but mainly those service inquiries:

 

  • whose problem must first be identified by way of dialogue/discussion,
  • which largely depend on the customer context (e.g. technical setup) and for which no standard solutions exist, or
  • which are not primarily related to our core products (fixed network, TV, web, mobile).

 

The majority of the service requests can be resolved by the customers themselves via our extensive online help pages. The community therefore plays a vital role in dealing with the “long tail” of customer requests.

 

 gdcx.png

Fig. 3: Positioning and Role of the Community within the Solution Space

 

The benefits of Total Community

 

With LSW and the community, we lay the foundation to fulfill the promises of our brand – being a trustworthy companion in the digital world and providing outstanding service – also on the social web. Furthermore, with the Total Community approach, we are able to address the fundamental points of our guiding principles in our social media strategy. As Swisscom, we particularly wish to stand by our customers, to make the first move toward meeting their needs by taking their requests seriously. Similarly, we are open to new ideas, which means we listen to and strive to understand our customers. We put these promises into action as follows:

 

LSW within our social media strategy

 

Thanks to LSW, we have a scalable solution to handle our ever-growing service requests in a quick and efficient manner and with high technical expertise by using also the extensive knowledge of our community. Our customers appreciate the simplicity of the interaction and the high level of problem-solving expertise in these channels. As a result, social media care has an excellent reputation.

 

Community within our social media strategy

 

In addition to customer insights which we gain by listening and engaging through LSW, the community also provides us with greater understanding of the thought processes of our customers. We are therefore better able to grasp what it is that motivates our customers, as well as recognize their needs and discover the issues they discuss with one another. Along with passive listening, we actively invite our customers to participate in product development. As an example, pilot users submitted over 900 posts with suggestions for improving our recently launched UHD TV receiver.

 

In order that the entire company may benefit from the knowledge derived from these activities, agents and community managers carry these insights on a regular basis to the relevant stakeholders within our company.

 

gdfs.png

Fig. 4: Community and Forum Homepages

 

The results of Total Community

 

Since the community and LSW are mainly used in the area of customer care, the focus lies on reducing service costs while maintaining a high customer satisfaction.

 

Directly measurable savings

 

From an efficiency point of view, the community helps us deflecting a very substantial amount of calls (savings of about 6k hours/month). Customers who were able to resolve their issues with the help of the community would otherwise have phoned in 75% of the time. The workload savings excel the investments made to license and manage the community tenfold. Furthermore, interacting with customers through LSW has a strong effect on efficiency indicators as well. These overall positive effects are also a result of a community with a current Community Health Index of just over 700.

 

bnlv.png

Fig. 5: Evolution of the Community Forum

 

Service recovery through social media dialogues

 

Along with the likewise high resolution rate of the LSW-administered dialogues, this service touchpoint is particularly impressive thanks to its high customer satisfaction index of 8.5 (on a scale of 10) and an above-average NPS compared to other service channels.

 

Indirectly measurable results within the company

 

In addition to directly measurable advantages, we clearly see also indirect business outcomes:

  • Voice of the customer: Customer attitudes regarding our products and services are easily recognizable by all employees, which is especially advantageous for product managers. The monitoring of these online discussions helps us identify major problems promptly.
  • Quick feedback loops: It is easy for community users to become involved in product development. This speeds up the development process and ensures customer needs get addressed.
  • Easier troubleshooting: In the case of breakdown, forum discussions help to better understand the cause and thus repair the trouble faster. Thanks to the community’s link to our CRM, affected customers can be identified easily.
  • The sharing of knowledge within the customer care department: Complex customer issues via traditional service touchpoints are often cleared up more quickly with the collective knowledge of the community.

 

 


thumbnail_Swisscom_Logo_RGB.jpgCompany: Swisscom

Contact: Armin Ledergerber (Social Media Service Designer)

Community: Swisscom Community

Lithy category: Total Community All Star

 

As Switzerland’s leading telecom provider, we are a trustworthy companion in the digital world. Our aim is to inspire our customers with the best network, superb offers and outstanding service. Swisscom is one of the most famous and popular brands in Switzerland.

 

Our service leadership is not only distinguished by the fact that we offer an outstanding level of service in our own service touchpoints, such as the hotline and shops, but also that we reach our customers where they are most active from day-to-day: online and especially on the social web.

 

 

Swisscom’s road to Lithium Total Community

 

The decision to use Lithium was made in 2009. As an early adopter, we were among the first ten European clients to launch a Lithium Community. Two years later, we were the second client in Europe to put LSW into operation. As soon as the partnership began, it became clear that Lithium would be able to help us assert our service leadership in the social web as well.  

 

dc.png

Fig. 1: Social Media Universe of Swisscom

 

LSW for service dialogue in four languages

 

For the digital avant-garde, we offer full-blown customer care on Twitter, Facebook, YouTube, Instagram, and Messenger. Simple service requests and complex issues alike are resolved on these channels. Our goal is to offer an end-to-end resolution of the customer’s request on the channel of his choice.

 

LSW allows not only for effective dialogue management, but also, and in particular, a smooth internal organisation. Service inquiries we receive in German, French, Italian, and English can be distributed easily among two teams in different locations. Since PR, Marketing, and Incident Management specialists also work with LSW, it is possible to provide qualified responses to such inquires as well.

 

gbdfvcs.png

Fig. 2: LSW Setup at Swisscom

 

Community forum for the “long tail” of service requests

 

With our quadrilingual customers-help-customers forum, we aim to bring together experts from the “crowd” with the niche requests of our customers. It is not our goal to treat every issue raised in the forum, but mainly those service inquiries:

 

  • whose problem must first be identified by way of dialogue/discussion,
  • which largely depend on the customer context (e.g. technical setup) and for which no standard solutions exist, or
  • which are not primarily related to our core products (fixed network, TV, web, mobile).

 

The majority of the service requests can be resolved by the customers themselves via our extensive online help pages. The community therefore plays a vital role in dealing with the “long tail” of customer requests.

 

 gdcx.png

Fig. 3: Positioning and Role of the Community within the Solution Space

 

The benefits of Total Community

 

With LSW and the community, we lay the foundation to fulfill the promises of our brand – being a trustworthy companion in the digital world and providing outstanding service – also on the social web. Furthermore, with the Total Community approach, we are able to address the fundamental points of our guiding principles in our social media strategy. As Swisscom, we particularly wish to stand by our customers, to make the first move toward meeting their needs by taking their requests seriously. Similarly, we are open to new ideas, which means we listen to and strive to understand our customers. We put these promises into action as follows:

 

LSW within our social media strategy

 

Thanks to LSW, we have a scalable solution to handle our ever-growing service requests in a quick and efficient manner and with high technical expertise by using also the extensive knowledge of our community. Our customers appreciate the simplicity of the interaction and the high level of problem-solving expertise in these channels. As a result, social media care has an excellent reputation.

 

Community within our social media strategy

 

In addition to customer insights which we gain by listening and engaging through LSW, the community also provides us with greater understanding of the thought processes of our customers. We are therefore better able to grasp what it is that motivates our customers, as well as recognize their needs and discover the issues they discuss with one another. Along with passive listening, we actively invite our customers to participate in product development. As an example, pilot users submitted over 900 posts with suggestions for improving our recently launched UHD TV receiver.

 

In order that the entire company may benefit from the knowledge derived from these activities, agents and community managers carry these insights on a regular basis to the relevant stakeholders within our company.

 

gdfs.png

Fig. 4: Community and Forum Homepages

 

The results of Total Community

 

Since the community and LSW are mainly used in the area of customer care, the focus lies on reducing service costs while maintaining a high customer satisfaction.

 

Directly measurable savings

 

From an efficiency point of view, the community helps us deflecting a very substantial amount of calls (savings of about 6k hours/month). Customers who were able to resolve their issues with the help of the community would otherwise have phoned in 75% of the time. The workload savings excel the investments made to license and manage the community tenfold. Furthermore, interacting with customers through LSW has a strong effect on efficiency indicators as well. These overall positive effects are also a result of a community with a current Community Health Index of just over 700.

 

bnlv.png

Fig. 5: Evolution of the Community Forum

 

Service recovery through social media dialogues

 

Along with the likewise high resolution rate of the LSW-administered dialogues, this service touchpoint is particularly impressive thanks to its high customer satisfaction index of 8.5 (on a scale of 10) and an above-average NPS compared to other service channels.

 

Indirectly measurable results within the company

 

In addition to directly measurable advantages, we clearly see also indirect business outcomes:

  • Voice of the customer: Customer attitudes regarding our products and services are easily recognizable by all employees, which is especially advantageous for product managers. The monitoring of these online discussions helps us identify major problems promptly.
  • Quick feedback loops: It is easy for community users to become involved in product development. This speeds up the development process and ensures customer needs get addressed.
  • Easier troubleshooting: In the case of breakdown, forum discussions help to better understand the cause and thus repair the trouble faster. Thanks to the community’s link to our CRM, affected customers can be identified easily.
  • The sharing of knowledge within the customer care department: Complex customer issues via traditional service touchpoints are often cleared up more quickly with the collective knowledge of the community.

 

 

Status:
2016 Lithy Submission

Lithys 2016: MEO - Support Savings MVP

By JaniceK

MEO_branco_rgb.jpgCompany: MEO

Contact: Vanessa Simão (Community Manager)

Community: MEO FÓRUM

Lithy category:  Support Savings MVP

 

MEO is a fully owned subsidiary of Altice group, and 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, MEO is the leader in all segments it operates, with over 8 million mobile subscribers, 2.5 million wireline voice customers, 1.4 million pay-tv customers and 1.4 million broadband customers. MEO is the pioneer and the market leader of convergent services, with a comprehensive offer of 3Play and 4Play bundles.


In 2015, domestic business revenues amounted to Eur 2,533 million.

 

Category Descriptions & Questions

 

In the Portuguese market, PT Portugal is a customer-oriented company, focused on innovation and execution to meet the needs of the digital consumer. PT Portugal is organized by customer segments, promoting collaboration between functions and platforms to ensure the best customer experience. PT Portugal’s priority is to create sustainable value for all customer segments.

In order to answer ever-changing consumer habits, the company has directed its provision towards convergence, mobility and virtualization of content and services.

 

How the Forum meets our customer care business goals

 

Helping people find solutions to their problems in a simple, fast and virtually free way, is the main purpose of the Forum, available 24x7 in the PC or smartphone. Good and credible aid is given either by peers or by selected moderators and company’s employees.

 

Recognizing that Meo’s site is still the first online place where customers try to find a solution to their problems, we incorporated the Forum into the site’s search results in September 2015. This means that people searching within the Meo site will also see any Forum posts, which are relevant to their search.

 

This change brought a 40% increase in referral traffic coming from the Meo ecosystem, when compared to the previous year.

 

Untitled73.png

Example of Meo site search with community content results.

 

In addition, we noted that one of the categories with more page views - Mobile Phones - required reorganization. So, we created an index of mobile phones that gathers every phone model and any written posts about them.

 

Untitled74.pngUntitled75.png

 

We also noticed that many users used the Forum to get their mobile phone’s instructions manuals. Thus, proactively, we created a new board, within the category of mobile phones, which serves as a repository for all manuals. The content is provided by company’s employees who are responsible for mobile phones certification, hence bringing them into the community, and then published both by company staff and Forum moderators.

 

 Another way for costumers to get these manuals was through the self-care portal. We were getting 120 requests a month that had to be answered by our front office employees. Since the creation of this new board, we started redirecting these customers to the Forum, instead of allowing them to create a request that had to be analyzed and answered manually. With this change, we were able to free front office agents, allowing them to perform functions that are more complex.

 

Untitled76.png

 

Keeping Meo Forum present along the customer journey, we spread Meo Forum’s image throughout meo.pt and our self-care portal, with banners, and promoted the community in every email sent by our online store, after a purchase. We also promoted it in some of our online store’s weekly newsletters.

 

How this community has changed our customer care organization

 

We felt the need to connect our customer care assisted help with our community. So we integrated information about Meo Forum in every email sent to our customers, either through our CRM system or our self-care portal.

Both when the contact involved a complaint or a simple information request, in the footer of the email the customer would see a reference to Meo Forum with a simple message stating its purpose and a link to the community.

 

Pergunte, responda, contribua. Aceda já ao MEO Fórum.

Ask, reply, contribute. Access MEO Forum.

Moreover, we highlighted Meo Forum on the Meo Login dashboard, putting the community inside the Meo services’ ecosystem.

 

Untitled77.png

 

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

 

Our customer care business results

 

Call deflection

 

Since we launched Meo Forum, we recorded 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” – nowadays, less than 13% of Meo Forum visitors have to contact a traditional customer care channel in the next 7 days.

 

Since peer-to-peer help was the focus of Meo Forum, we started directing personal customer inquiries and requests that concerned access to private information (such as invoice’s analysis or contracts’ end dates) to their self-care portal, where they could get a more personalized assistance. We have the Moderators for this purpose. They moderate the community by controlling the behaviour of members and providing support in most community questions, besides generating new content.

 

The majority of post replies are now provided by community members and only 10% of replies require company’s staff intervention, making the information richer.

 

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 a high number of page views and are also used by our technical staff.

 

 

Search Engine Optimization

 

Meo Forum’s contribution for total organic search traffic in Meo site increased considerably in 2015. The community was responsible for 10% of all traffic coming to meo.pt.

 

Problems Scanning

 

Meo Forum is increasingly sought after by customers as a channel to seek solutions and post questions, increasing customer feedback. This allows us to monitor the conversations in a better way, contributing to the rapid identification of problems.

 

ROI

 

Based on the outcomes of a 667 online survey we conducted on the community website, during the period from March to October 2015, we built a ROI model where we estimate savings in customer contact deflection of approximately €550.000 in 2015.

 

The online survey is showed to each user who logs in to Meo Forum, and tries to determine if the original questions they had were solved during that visit. If the answer is positive, we also ask them if they would have used an assisted channel if had not found the answer in Meo Forum. With this model we can measure the amount of customers that solve their issues in Meo Forum without requiring a telephone or in person contact.

 

a.png

 

 


MEO_branco_rgb.jpgCompany: MEO

Contact: Vanessa Simão (Community Manager)

Community: MEO FÓRUM

Lithy category:  Support Savings MVP

 

MEO is a fully owned subsidiary of Altice group, and 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, MEO is the leader in all segments it operates, with over 8 million mobile subscribers, 2.5 million wireline voice customers, 1.4 million pay-tv customers and 1.4 million broadband customers. MEO is the pioneer and the market leader of convergent services, with a comprehensive offer of 3Play and 4Play bundles.


In 2015, domestic business revenues amounted to Eur 2,533 million.

 

Category Descriptions & Questions

 

In the Portuguese market, PT Portugal is a customer-oriented company, focused on innovation and execution to meet the needs of the digital consumer. PT Portugal is organized by customer segments, promoting collaboration between functions and platforms to ensure the best customer experience. PT Portugal’s priority is to create sustainable value for all customer segments.

In order to answer ever-changing consumer habits, the company has directed its provision towards convergence, mobility and virtualization of content and services.

 

How the Forum meets our customer care business goals

 

Helping people find solutions to their problems in a simple, fast and virtually free way, is the main purpose of the Forum, available 24x7 in the PC or smartphone. Good and credible aid is given either by peers or by selected moderators and company’s employees.

 

Recognizing that Meo’s site is still the first online place where customers try to find a solution to their problems, we incorporated the Forum into the site’s search results in September 2015. This means that people searching within the Meo site will also see any Forum posts, which are relevant to their search.

 

This change brought a 40% increase in referral traffic coming from the Meo ecosystem, when compared to the previous year.

 

Untitled73.png

Example of Meo site search with community content results.

 

In addition, we noted that one of the categories with more page views - Mobile Phones - required reorganization. So, we created an index of mobile phones that gathers every phone model and any written posts about them.

 

Untitled74.pngUntitled75.png

 

We also noticed that many users used the Forum to get their mobile phone’s instructions manuals. Thus, proactively, we created a new board, within the category of mobile phones, which serves as a repository for all manuals. The content is provided by company’s employees who are responsible for mobile phones certification, hence bringing them into the community, and then published both by company staff and Forum moderators.

 

 Another way for costumers to get these manuals was through the self-care portal. We were getting 120 requests a month that had to be answered by our front office employees. Since the creation of this new board, we started redirecting these customers to the Forum, instead of allowing them to create a request that had to be analyzed and answered manually. With this change, we were able to free front office agents, allowing them to perform functions that are more complex.

 

Untitled76.png

 

Keeping Meo Forum present along the customer journey, we spread Meo Forum’s image throughout meo.pt and our self-care portal, with banners, and promoted the community in every email sent by our online store, after a purchase. We also promoted it in some of our online store’s weekly newsletters.

 

How this community has changed our customer care organization

 

We felt the need to connect our customer care assisted help with our community. So we integrated information about Meo Forum in every email sent to our customers, either through our CRM system or our self-care portal.

Both when the contact involved a complaint or a simple information request, in the footer of the email the customer would see a reference to Meo Forum with a simple message stating its purpose and a link to the community.

 

Pergunte, responda, contribua. Aceda já ao MEO Fórum.

Ask, reply, contribute. Access MEO Forum.

Moreover, we highlighted Meo Forum on the Meo Login dashboard, putting the community inside the Meo services’ ecosystem.

 

Untitled77.png

 

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

 

Our customer care business results

 

Call deflection

 

Since we launched Meo Forum, we recorded 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” – nowadays, less than 13% of Meo Forum visitors have to contact a traditional customer care channel in the next 7 days.

 

Since peer-to-peer help was the focus of Meo Forum, we started directing personal customer inquiries and requests that concerned access to private information (such as invoice’s analysis or contracts’ end dates) to their self-care portal, where they could get a more personalized assistance. We have the Moderators for this purpose. They moderate the community by controlling the behaviour of members and providing support in most community questions, besides generating new content.

 

The majority of post replies are now provided by community members and only 10% of replies require company’s staff intervention, making the information richer.

 

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 a high number of page views and are also used by our technical staff.

 

 

Search Engine Optimization

 

Meo Forum’s contribution for total organic search traffic in Meo site increased considerably in 2015. The community was responsible for 10% of all traffic coming to meo.pt.

 

Problems Scanning

 

Meo Forum is increasingly sought after by customers as a channel to seek solutions and post questions, increasing customer feedback. This allows us to monitor the conversations in a better way, contributing to the rapid identification of problems.

 

ROI

 

Based on the outcomes of a 667 online survey we conducted on the community website, during the period from March to October 2015, we built a ROI model where we estimate savings in customer contact deflection of approximately €550.000 in 2015.

 

The online survey is showed to each user who logs in to Meo Forum, and tries to determine if the original questions they had were solved during that visit. If the answer is positive, we also ask them if they would have used an assisted channel if had not found the answer in Meo Forum. With this model we can measure the amount of customers that solve their issues in Meo Forum without requiring a telephone or in person contact.

 

a.png

 

 

Status:
2016 Lithy Submission

Lithys 2016: Sky UK - Excellence in Customer Sati...

By JaniceK

nhgbfvd.pngCompany: Sky UK

Contact: Graham Henderson (Community Manager)

Community: Sky Community

Lithy category:  Excellence in  Customer Satisfaction

 

Sky is Europe’s leading entertainment company. The group serves 21 million customers across five countries: Italy, Germany, Austria, the UK and Ireland. We offer the best and broadest range of content, deliver market-leading customer service and use innovative new technology to give customers a better TV experience, whenever and wherever they choose.

 

Our 2015 customer satisfaction initiatives

 

Community Oracle Programme

 

At Sky our service message is a simple one; “We want to offer the best service in the country”. The Sky Community was founded in 2010. Since inception we’ve adopted and tested a number of engagement models. At the outset we had a handful of staff and then moved to full service model with over 50 fulltime agents responding to customer posts in the Community. The long-term aim was for the Community to move to a peer to peer model when the user base was high enough. We felt the time was right at the end of 2015 when we had a staggering 1.5 million Community members. We now operate with a peer to peer model with strategic engagement from a team of 5 Community Engagement Specialists and one Community Manager. How can you go from 50 staff to 5 staff overnight while growing a community and out performing business KPI’s like NPS and call deflection? For us, the answer was simple! We had to empower our members by opening our doors and letting them look inside- a real challenge with multiple sites and over 30,000 employees across the UK. We had been running a community Superuser program since 2011 with a relatively small number of members, typically ranging from 8 to 12 members. Despite this small number, these particular members were responsible for creating the best engagement, sharing the best knowledge and generating balanced discussions. We’ve never had a formal Superuser structure in place. No events, no incentives, limited communication and no additional tools. We literally gave them a Superuser badge and said “off you go”. We realized that this had to change!

 

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

 

We wanted to increase NPS, increase the number of accepted solutions and ultimately deflect calls. We wanted the community to become our customers first port of call, regardless of their interests and levels of digital platform usage. We had already identified our Superusers as the solution, but had to find a way to increase their contribution, offer them more support and grow our Superuser numbers. So what did we do? The first thing we did was listen! We asked our Superusers for feedback and spoke Lithium about best practice. Some of the feedback was great, but much of it was tough to hear. Our conclusion was simple; “we’re letting these members down and need to do more. We’ll never increase NPS or call deflection with this current model”. It was then that the “Oracle” programme was born. We launched in January 2016.

 

Features of the Oracle Program:

  • Annual event – We introduced an all expenses paid annual event to show them how much we care. For the first time we brought the whole business together using our community. They viewed our product labs, touched Sky Q for the first time, toured our news and sports studios, sat in a McLaren F1 car and met some of our TV presenters.

 

gdbvc.png

Our Sky News HQ presenters left the studio to meet our Oracles. (from left to right: Natalie Sawyer (Presenter), Robbie (Oracle), Adam Leventhal (Presenter)

 

gfdc.png

Our Oracles toured Sky studios and many fulfilled a lifetime dream to see and touch a real McLaren Mercedes F1 car.

 

  • Annual program that recycles every year. This allows us to keep the program fresh and current. It also allows us the ability to take time out to reward our best members.
  • Incentives – for the first time our best members are rewarded. The annual program allows us to modify and improve the incentives as we learn through data and qualitative feedback. We also invite Oracles to adhoc events, such as the Sky Q press launch. Two Oracles attended and subsequently answered over 90% of all questions related to the product up until launch.

 

h bgvc.png

Andrew Olson (Director of New Products) presents Sky Q to the world during our London launch event. Our Oracles were there along with the press and VIP’s.

 

  • Quarterly hangouts – We jump on a call every quarter and tell our Oracles about our jobs what we’re working on. We also invite guest speakers from across Sky to answer their questions. They love the techie stuff!
  • Badging- we implemented Lithium gamification and incorporated an Oracle badge to recognise their community contribution.
  • Access to ALL product BETA trials. Our Oracles are the first customers in the UK to use our new products and apps.
  • VIP access to priority customer service line.

 

Our metrics

 

After months of work, many late nights and a trip to SKY HQ we had to ask our Oracles for feedback. This is what they said about our first ever Oracle event held at Sky Studios, London:

 

A few quotes from our Oracles after our first ever oracle event:

 

“Great day”

 

“Lovely to see you all there Thank you for a lovely day. “

 

“It was great meeting you all and sure was a busy day. I’d just like to say a big thank you to all the staff involved in making this day possible, and to those of you who were able to come along”.

 

“Thanks again to all those there today, thoroughly enjoyable from start to finish”.

 

The Results

 

Screen Shot 2016-04-28 at 10.41.20.png

Our NPS rose by 71 points following the introduction of our Oracle programme.

 

kdfcnkln.png

Our accepted solutions more than trebled following the launch of the programme. We asked our Lithium Strategy Consultant to run a short session to explain how to write and structure posts. This was delivered to our Oracles in a fun and interactive session- the results speak for themselves!

 

lknkn.png

Post volumes of Oracles that we invited to the Sky Q VIP launch. Following the event, they became advocates for our new product offering. The red line signifies the Sky Q launch and Sky Q comparison shown in relation to existing TV product..

 

In summary, we increased our net promoter score (NPS) by 1800%. Increasing accepted solutions by 467% was key to our uplift in NPS. We made solutions easier to find by installing the “featured thread” component and highlighting solutions at the start of all discussion threads- both Lithium features. Inviting Community Oracles to take part in our new product launch resulted in them responding to over 90% of all customer questions within that new product area. In addition, we promoted community blogs via our Twitter help handle by utilizing publisher in LSW. We focused on promoting digital services and Sky Q. This increased blog views by 682%.

 

 

 


nhgbfvd.pngCompany: Sky UK

Contact: Graham Henderson (Community Manager)

Community: Sky Community

Lithy category:  Excellence in  Customer Satisfaction

 

Sky is Europe’s leading entertainment company. The group serves 21 million customers across five countries: Italy, Germany, Austria, the UK and Ireland. We offer the best and broadest range of content, deliver market-leading customer service and use innovative new technology to give customers a better TV experience, whenever and wherever they choose.

 

Our 2015 customer satisfaction initiatives

 

Community Oracle Programme

 

At Sky our service message is a simple one; “We want to offer the best service in the country”. The Sky Community was founded in 2010. Since inception we’ve adopted and tested a number of engagement models. At the outset we had a handful of staff and then moved to full service model with over 50 fulltime agents responding to customer posts in the Community. The long-term aim was for the Community to move to a peer to peer model when the user base was high enough. We felt the time was right at the end of 2015 when we had a staggering 1.5 million Community members. We now operate with a peer to peer model with strategic engagement from a team of 5 Community Engagement Specialists and one Community Manager. How can you go from 50 staff to 5 staff overnight while growing a community and out performing business KPI’s like NPS and call deflection? For us, the answer was simple! We had to empower our members by opening our doors and letting them look inside- a real challenge with multiple sites and over 30,000 employees across the UK. We had been running a community Superuser program since 2011 with a relatively small number of members, typically ranging from 8 to 12 members. Despite this small number, these particular members were responsible for creating the best engagement, sharing the best knowledge and generating balanced discussions. We’ve never had a formal Superuser structure in place. No events, no incentives, limited communication and no additional tools. We literally gave them a Superuser badge and said “off you go”. We realized that this had to change!

 

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

 

We wanted to increase NPS, increase the number of accepted solutions and ultimately deflect calls. We wanted the community to become our customers first port of call, regardless of their interests and levels of digital platform usage. We had already identified our Superusers as the solution, but had to find a way to increase their contribution, offer them more support and grow our Superuser numbers. So what did we do? The first thing we did was listen! We asked our Superusers for feedback and spoke Lithium about best practice. Some of the feedback was great, but much of it was tough to hear. Our conclusion was simple; “we’re letting these members down and need to do more. We’ll never increase NPS or call deflection with this current model”. It was then that the “Oracle” programme was born. We launched in January 2016.

 

Features of the Oracle Program:

  • Annual event – We introduced an all expenses paid annual event to show them how much we care. For the first time we brought the whole business together using our community. They viewed our product labs, touched Sky Q for the first time, toured our news and sports studios, sat in a McLaren F1 car and met some of our TV presenters.

 

gdbvc.png

Our Sky News HQ presenters left the studio to meet our Oracles. (from left to right: Natalie Sawyer (Presenter), Robbie (Oracle), Adam Leventhal (Presenter)

 

gfdc.png

Our Oracles toured Sky studios and many fulfilled a lifetime dream to see and touch a real McLaren Mercedes F1 car.

 

  • Annual program that recycles every year. This allows us to keep the program fresh and current. It also allows us the ability to take time out to reward our best members.
  • Incentives – for the first time our best members are rewarded. The annual program allows us to modify and improve the incentives as we learn through data and qualitative feedback. We also invite Oracles to adhoc events, such as the Sky Q press launch. Two Oracles attended and subsequently answered over 90% of all questions related to the product up until launch.

 

h bgvc.png

Andrew Olson (Director of New Products) presents Sky Q to the world during our London launch event. Our Oracles were there along with the press and VIP’s.

 

  • Quarterly hangouts – We jump on a call every quarter and tell our Oracles about our jobs what we’re working on. We also invite guest speakers from across Sky to answer their questions. They love the techie stuff!
  • Badging- we implemented Lithium gamification and incorporated an Oracle badge to recognise their community contribution.
  • Access to ALL product BETA trials. Our Oracles are the first customers in the UK to use our new products and apps.
  • VIP access to priority customer service line.

 

Our metrics

 

After months of work, many late nights and a trip to SKY HQ we had to ask our Oracles for feedback. This is what they said about our first ever Oracle event held at Sky Studios, London:

 

A few quotes from our Oracles after our first ever oracle event:

 

“Great day”

 

“Lovely to see you all there Thank you for a lovely day. “

 

“It was great meeting you all and sure was a busy day. I’d just like to say a big thank you to all the staff involved in making this day possible, and to those of you who were able to come along”.

 

“Thanks again to all those there today, thoroughly enjoyable from start to finish”.

 

The Results

 

Screen Shot 2016-04-28 at 10.41.20.png

Our NPS rose by 71 points following the introduction of our Oracle programme.

 

kdfcnkln.png

Our accepted solutions more than trebled following the launch of the programme. We asked our Lithium Strategy Consultant to run a short session to explain how to write and structure posts. This was delivered to our Oracles in a fun and interactive session- the results speak for themselves!

 

lknkn.png

Post volumes of Oracles that we invited to the Sky Q VIP launch. Following the event, they became advocates for our new product offering. The red line signifies the Sky Q launch and Sky Q comparison shown in relation to existing TV product..

 

In summary, we increased our net promoter score (NPS) by 1800%. Increasing accepted solutions by 467% was key to our uplift in NPS. We made solutions easier to find by installing the “featured thread” component and highlighting solutions at the start of all discussion threads- both Lithium features. Inviting Community Oracles to take part in our new product launch resulted in them responding to over 90% of all customer questions within that new product area. In addition, we promoted community blogs via our Twitter help handle by utilizing publisher in LSW. We focused on promoting digital services and Sky Q. This increased blog views by 682%.

 

 

 

Status:
2016 Lithy Submission

Lithys 2016: Frontier Communications - Excellence ...

By JaniceK

Untitled71.pngCompany: Dixon Schwabl (representing Frontier Communications)

Entry submitted by: Jessica DiLuglio    (Social Media Account Executive )

Social channel: https://www.facebook.com/FrontierCorp/

Lithy category:  Excellence in Customer Satisfaction

 

Frontier Communications is an S&P 500 company and is included in the Fortune 1000 list of America’s largest corporations. Frontier serves predominantly a mix of urban, suburban, and rural areas across the U.S. The company offers a variety of services to customers over its fiber-optic and copper networks, including video, high-speed internet, advanced voice and Frontier Secure digital protection solutions. Frontier Business Edge offers communications solutions to small, medium, and enterprise businesses.

 

A focus on customer support

 

The company’s social media networks are primarily used for customer engagement, support and retention.

 

On April 1, 2016, Frontier acquired over three million customers from the states of California, Texas and Florida. To manage the anticipated volume of conversation, Frontier needed a tool that could coordinate community engagement between its 100+ customer service representatives, determine strategic workflow of responses and help the company easily serve its new customers.

 

With Lithium, Frontier was able to help listen to the conversation, identify pain points that customers were having and respond to the customers in a timely manner. Due to the efficiency of Lithium Social Web (LSW), social media became a key source of information for Frontier’s senior leadership. What are the main concerns of the customer? Where is the largest amount of volume occurring? How can we help the customer?

 

Thanks to LSW, Frontier was able to answer all of those questions and more in a timely and efficient manner. Plus, Lithium has made it easier for Frontier to prepare for business as usual conversations that occur on the page – and will help them transition forward with helping their customers at an optimal level.

 

LSW helps with customer retention

 

Frontier’s social media platform is a vibrant collection of customers and prospects that use the social channels to ask questions, seek customer support and learn new information. Since every interaction with the customer matters for Frontier, this online network is vitally important to the success of the company and its digital goals.

 

For these reasons, Frontier views their social media, and digital strategy, as a customer retention platform. If the customer remains happy they will continue to purchase the services that Frontier offers.

 

Lithium’s presence for Frontier allows its customer service team to be more efficient and knowledgeable with customers while keeping them happy throughout the communication process. In particular, the workflow operations enabled by LSW allow the Frontier team to work together while helping each customer, ensuring that customers are not seeing duplicate messages or requests.

 

Plus, Lithium’s data allows Frontier to stay ahead of the game when it comes to customer pain points and trending topics that the company needs to be aware of.

 

Frontier’s customer satisfaction results

 

Before the acquisition began, Frontier set a goal of an 85% SLA under 1 hour. During the first few days, Frontier looked at the data and realized that SLA was not reaching the target goal. Knowing what they were tracking at, Frontier was able to readjust and after April 5, the target SLA of 85% under one hour was met each time – it did not get back under 86%.

 

Other helpful metrics that Frontier was able to track were total inbound posts, volume of Facebook, Twitter and Spanish comments, response time, and top topics of what customers were talking about on social media. By being able to track volume of posts, to topics and its average response time, Frontier was able to find out how quickly customer questions were answered and compare concerns expressed by customers on social media to concerns expressed by customers calling into contact centers. This helped the company as a whole quickly identify service issues before they became widespread.

 

The Frontier digital management team has continually exceeded its SLA under one hour goals since April 1, and they have been able to do this despite the volume of the social media conversation increasing by 10x since March.

 

lithys.png


Untitled71.pngCompany: Dixon Schwabl (representing Frontier Communications)

Entry submitted by: Jessica DiLuglio    (Social Media Account Executive )

Social channel: https://www.facebook.com/FrontierCorp/

Lithy category:  Excellence in Customer Satisfaction

 

Frontier Communications is an S&P 500 company and is included in the Fortune 1000 list of America’s largest corporations. Frontier serves predominantly a mix of urban, suburban, and rural areas across the U.S. The company offers a variety of services to customers over its fiber-optic and copper networks, including video, high-speed internet, advanced voice and Frontier Secure digital protection solutions. Frontier Business Edge offers communications solutions to small, medium, and enterprise businesses.

 

A focus on customer support

 

The company’s social media networks are primarily used for customer engagement, support and retention.

 

On April 1, 2016, Frontier acquired over three million customers from the states of California, Texas and Florida. To manage the anticipated volume of conversation, Frontier needed a tool that could coordinate community engagement between its 100+ customer service representatives, determine strategic workflow of responses and help the company easily serve its new customers.

 

With Lithium, Frontier was able to help listen to the conversation, identify pain points that customers were having and respond to the customers in a timely manner. Due to the efficiency of Lithium Social Web (LSW), social media became a key source of information for Frontier’s senior leadership. What are the main concerns of the customer? Where is the largest amount of volume occurring? How can we help the customer?

 

Thanks to LSW, Frontier was able to answer all of those questions and more in a timely and efficient manner. Plus, Lithium has made it easier for Frontier to prepare for business as usual conversations that occur on the page – and will help them transition forward with helping their customers at an optimal level.

 

LSW helps with customer retention

 

Frontier’s social media platform is a vibrant collection of customers and prospects that use the social channels to ask questions, seek customer support and learn new information. Since every interaction with the customer matters for Frontier, this online network is vitally important to the success of the company and its digital goals.

 

For these reasons, Frontier views their social media, and digital strategy, as a customer retention platform. If the customer remains happy they will continue to purchase the services that Frontier offers.

 

Lithium’s presence for Frontier allows its customer service team to be more efficient and knowledgeable with customers while keeping them happy throughout the communication process. In particular, the workflow operations enabled by LSW allow the Frontier team to work together while helping each customer, ensuring that customers are not seeing duplicate messages or requests.

 

Plus, Lithium’s data allows Frontier to stay ahead of the game when it comes to customer pain points and trending topics that the company needs to be aware of.

 

Frontier’s customer satisfaction results

 

Before the acquisition began, Frontier set a goal of an 85% SLA under 1 hour. During the first few days, Frontier looked at the data and realized that SLA was not reaching the target goal. Knowing what they were tracking at, Frontier was able to readjust and after April 5, the target SLA of 85% under one hour was met each time – it did not get back under 86%.

 

Other helpful metrics that Frontier was able to track were total inbound posts, volume of Facebook, Twitter and Spanish comments, response time, and top topics of what customers were talking about on social media. By being able to track volume of posts, to topics and its average response time, Frontier was able to find out how quickly customer questions were answered and compare concerns expressed by customers on social media to concerns expressed by customers calling into contact centers. This helped the company as a whole quickly identify service issues before they became widespread.

 

The Frontier digital management team has continually exceeded its SLA under one hour goals since April 1, and they have been able to do this despite the volume of the social media conversation increasing by 10x since March.

 

lithys.png

Status:
2016 Lithy Submission

Lithys 2016: Breast Cancer Care - Excellence in Cu...

By JaniceK

Untitled67.pngCompany: Breast Cancer Care

Contact: Anna Brown (Digital Community Officer)

Community: Breast Cancer Care Forum

Lithy category: Excellence in Customer Satisfaction

 

The Breast Cancer Care Forum is the largest single cancer forum in the UK.  It was the first peer support forum of its kind, originally launched in 1999/2000.  Our Lithium powered platform enables users to safely share their personal stories and receive emotional support from other people affected by breast cancer. Central to the success of the forum is an environment from which trust can develop, thereby encouraging empathy, human connections and interactions, albeit virtual; this in turn creates a safe space that lessens isolation and anxiety.  Real people-virtual connection:  Overcoming isolation using accessible technology. There are many ways to face breast cancer, we help people find theirs.

 

Our organization’s customer satisfaction initiatives in 2015

 

In 2015 we aimed to increase registrations, user engagement and widen our reach to be accessible to everyone affected by breast cancer. As a charity we looked at ways for delivering more for less and reduce our expenses whilst maintaining safety and integrity.

 

We are a user centric organisation and incorporate all user feedback, input or direct data from LSI to inform improvements to customer experience and user journey on the forum. By listening to our users in workshops and reading comments in posts, we know they want instant access to online support at the time they need it, for this reason we have removed first post moderation and implemented SSO so users only need one account for our Forum and breastcancercare.org.uk.

 

To support this reduced moderation we have customised the keyword and smut filter systems, as well as activating the abuse notifications and spam quarantine.  By doing this we have reduced our moderation team from 6 sessional moderators and 1 Coordinator to 1 Digital Community Officer and 1 Digital Community Assistant. Through this careful implementation we have not only preserved our outstanding reputation of being a safe and risk free environment, we have significantly built on it. We can safely rely on robust Lithium technology, and through all these changes we have simultaneously increased and expanded our customer engagement and service provision. To illustrate, below are our targets and achievements for the year.

 

a.png

 

User engagement and satisfaction

We know that the ‘midnight terrors’ are real for many people, both newly diagnosed or further on in their treatment of breast cancer.  A popular thread used by many during the ‘witching hours’ is ‘The Night Birds’; where members of the community chat and reduce isolation when everyone else is asleep.

 

The community is an invaluable source of support and information regardless of the stage of breast cancer journey:  At the beginning when it is all new and frightening;

 

“i have been reading the forums since waiting for my results and found it a tower of strength. Thoug...

 

Experiencing side effects of treatment;

 

I think the side effects affect us more than people realise and that is one reason why these forum...

 

Coming out the other end of treatment and wanting to support others;

 

“EXTOLLING THE VIRTUES AND BENEFITS OF THIS WONDERFUL FORUM AND THE WONDERFUL PEOPLE ON IT. ALL OF W...

Our users regularly share their experiences both of online and offline services.  Increasing user engagement with the rest of Breast Cancer Care is important to us and our users are the best sources of referral:

 

“I’m part way through a course called Moving Forward run by Breast Cancer Care – it’s four morning s...

 

We recognise that for many users they receive the information and support they are looking for by reading posts rather than by actively contributing.  We wanted to encourage this group of forum users to still feel a member of the community and achieved this by introducing Hugs, customised from Kudos. Users are now able to connect with each other as well as show compassion and empathy by sending Hugs in response to a post.  This function has been very popular and from launch in December to the end of March a total of 3,948 Hugs have been given.

 

Untitled68.png

 

Another recent user focussed innovation has been the implementation of Community Champions.  We identified 21 possible users who naturally offer support and empathy as well as support new users and signpost to other areas of support.  100% of people contacted accepted the recognition:

 

“I’m knocked out ‘cos all i do is out of love and passion for my fellow womankind.  How wonderful.”

 

Untitled69.png

 

We have noticed a steady increase in engagement since this implementation and plan on building on this success.  

 

Our plans for the very near future include a forum restructure. Using the data and analytics from LSI, we have identified areas of the forum which are underutilised.  The flexibility of the Lithium platform enables us to move categories and boards to reflect the needs of our users and to enhance the ease of user journey. Removing inactive areas allows us to introduce new areas which have been requested, such as a ‘Coffee Lounge’ where users can still connect in a safe online environment but in conversations which are cancer free.

 

Other new areas include a closed private group for our Community Champions and an innovative category, ‘Ask Our Nurses’. This is where users can directly ask questions to our highly regarded clinical specialists enhancing our Helpline and ‘Ask the nurse’ email service.  

 

Untitled70.png

 

In the last 12 months our forum has grown by 40% and we have no intention of sitting back and settling for that.  With the ability to be reactive to our users’ needs and having the data, both quantitative and qualitative to support and underpin decisions, we will continue to grow from strength to strength.

 

 

 


Untitled67.pngCompany: Breast Cancer Care

Contact: Anna Brown (Digital Community Officer)

Community: Breast Cancer Care Forum

Lithy category: Excellence in Customer Satisfaction

 

The Breast Cancer Care Forum is the largest single cancer forum in the UK.  It was the first peer support forum of its kind, originally launched in 1999/2000.  Our Lithium powered platform enables users to safely share their personal stories and receive emotional support from other people affected by breast cancer. Central to the success of the forum is an environment from which trust can develop, thereby encouraging empathy, human connections and interactions, albeit virtual; this in turn creates a safe space that lessens isolation and anxiety.  Real people-virtual connection:  Overcoming isolation using accessible technology. There are many ways to face breast cancer, we help people find theirs.

 

Our organization’s customer satisfaction initiatives in 2015

 

In 2015 we aimed to increase registrations, user engagement and widen our reach to be accessible to everyone affected by breast cancer. As a charity we looked at ways for delivering more for less and reduce our expenses whilst maintaining safety and integrity.

 

We are a user centric organisation and incorporate all user feedback, input or direct data from LSI to inform improvements to customer experience and user journey on the forum. By listening to our users in workshops and reading comments in posts, we know they want instant access to online support at the time they need it, for this reason we have removed first post moderation and implemented SSO so users only need one account for our Forum and breastcancercare.org.uk.

 

To support this reduced moderation we have customised the keyword and smut filter systems, as well as activating the abuse notifications and spam quarantine.  By doing this we have reduced our moderation team from 6 sessional moderators and 1 Coordinator to 1 Digital Community Officer and 1 Digital Community Assistant. Through this careful implementation we have not only preserved our outstanding reputation of being a safe and risk free environment, we have significantly built on it. We can safely rely on robust Lithium technology, and through all these changes we have simultaneously increased and expanded our customer engagement and service provision. To illustrate, below are our targets and achievements for the year.

 

a.png

 

User engagement and satisfaction

We know that the ‘midnight terrors’ are real for many people, both newly diagnosed or further on in their treatment of breast cancer.  A popular thread used by many during the ‘witching hours’ is ‘The Night Birds’; where members of the community chat and reduce isolation when everyone else is asleep.

 

The community is an invaluable source of support and information regardless of the stage of breast cancer journey:  At the beginning when it is all new and frightening;

 

“i have been reading the forums since waiting for my results and found it a tower of strength. Thoug...

 

Experiencing side effects of treatment;

 

I think the side effects affect us more than people realise and that is one reason why these forum...

 

Coming out the other end of treatment and wanting to support others;

 

“EXTOLLING THE VIRTUES AND BENEFITS OF THIS WONDERFUL FORUM AND THE WONDERFUL PEOPLE ON IT. ALL OF W...

Our users regularly share their experiences both of online and offline services.  Increasing user engagement with the rest of Breast Cancer Care is important to us and our users are the best sources of referral:

 

“I’m part way through a course called Moving Forward run by Breast Cancer Care – it’s four morning s...

 

We recognise that for many users they receive the information and support they are looking for by reading posts rather than by actively contributing.  We wanted to encourage this group of forum users to still feel a member of the community and achieved this by introducing Hugs, customised from Kudos. Users are now able to connect with each other as well as show compassion and empathy by sending Hugs in response to a post.  This function has been very popular and from launch in December to the end of March a total of 3,948 Hugs have been given.

 

Untitled68.png

 

Another recent user focussed innovation has been the implementation of Community Champions.  We identified 21 possible users who naturally offer support and empathy as well as support new users and signpost to other areas of support.  100% of people contacted accepted the recognition:

 

“I’m knocked out ‘cos all i do is out of love and passion for my fellow womankind.  How wonderful.”

 

Untitled69.png

 

We have noticed a steady increase in engagement since this implementation and plan on building on this success.  

 

Our plans for the very near future include a forum restructure. Using the data and analytics from LSI, we have identified areas of the forum which are underutilised.  The flexibility of the Lithium platform enables us to move categories and boards to reflect the needs of our users and to enhance the ease of user journey. Removing inactive areas allows us to introduce new areas which have been requested, such as a ‘Coffee Lounge’ where users can still connect in a safe online environment but in conversations which are cancer free.

 

Other new areas include a closed private group for our Community Champions and an innovative category, ‘Ask Our Nurses’. This is where users can directly ask questions to our highly regarded clinical specialists enhancing our Helpline and ‘Ask the nurse’ email service.  

 

Untitled70.png

 

In the last 12 months our forum has grown by 40% and we have no intention of sitting back and settling for that.  With the ability to be reactive to our users’ needs and having the data, both quantitative and qualitative to support and underpin decisions, we will continue to grow from strength to strength.

 

 

 

Status:
2016 Lithy Submission

Lithys 2016: Optus - Social ROI Titan

By JaniceK

optusSCREAM_Teal-YellowBubble-sRGB.jpgCompany: Optus

Contact: Karen Le (Community Manager)

Community: My Optus Community

Lithy category: Social ROI Titan

 

As Australia's second largest Telecommunication provider, Optus is in the business of connecting people. We offer a broad range of communications services including mobile, telephony, internet, business network services, satellite services and subscription television to over ten million customers every day.

 

While we are a company that is focused on enabling homes and businesses with technology and entertainment, our vision is to lead Australia in providing outstanding customer experience.

 

Like many companies, the provision of customer service through traditional channels contributes to a significant proportion of our operational cost base. In parallel, we continue to see an ever increasing appetite from our customers to engage with us through digital channels - most notably, live chat and social media, with both achieving double digit growth in the preceding year. While these channels offer operational efficiencies over voice and retail channels, channel switching customers alone would not enable the organisation to achieve our cost reduction objectives.

Optus is a Total Community customer, leveraging the Lithium Community Platform, Lithium Social Web and Social Media Analytics products.

 

Our 2015 goals for our Lithium-powered community and LSW


Optus implemented a Lithium powered community in early 2012. After the hard yards of community establishment were carried out, the focus on fully leveraging the asset was lost, resulting in stagnation and faltering interest from it’s 20,000 members.

The development of this year’s overarching Customer Service Strategy was firmly rooted in digital with the dual purpose of meeting the shift in customer expectation and reducing support costs. The underutilisation of community based customer support was recognised as a key area of opportunity.

The resulting business objective was to actively utilise My Optus Community to deflect an incremental 350,000 calls from the call centre during FY16 (March ’15 to April ‘16). In doing so, we would not only achieve in year financial benefits, but re-invigorate an asset and truly unlock the potential of peer-to-peer customer support.

 

In parallel, we also embarked on an ambitious goal of extending our best in class social response into the relatively unchartered territory of targeting apathetic competitor customers through active listening and considered engagement to generate sales.

 

Our focus areas and tactics

Community:


Our approach to achieving our ambitious cost reduction goals was made up of 3 parts:

  • Secure executive sponsorship: By constructing a narrative around best practice, both within and outside telco, we were able to successfully articulate the size of the opportunity offered through peer to peer support. This proved critical in the removal of barriers that presented themselves around internal positioning of the community as the default support channel as well as securing the resources required to make it a reality.

  • Strategy development: To capitalise on the executive sponsorship required the rapid development of a robust multi-pronged strategy which focussed on 3 key pillars to drive call volume reduction, while ensuring that the customer experience was protected.
    • Drive increased traffic to the community
    • Increase the customer reported resolution rate
    • Retain and recognise community participation

 

grb.png

 

  • Investment in people: The execution of the plan required the establishment of small team of experienced community practitioners, that we capable of bringing the plan to life. This included a mix of internal staff with exceptional networks and external hires. The team was kept intentionally small (3 FTE) and dedicated to the delivery of the operational plan that was generated out of the strategy. This proved to be the single most important investment that we’ve made.

 

Social Response


By augmenting the existing service based response team with skilled sales agents, we set out to create the right processes, deploy the right technology and hire the right people. The team had to be highly visible both internally and externally and most importantly we wanted to enhance the customer experience in the new Optus brand.

 

To do this, the aim of the team is to respond to any post where an opportunity for a sale is clear in either of the following instances:

  • When a prospect mentions @Optus or Optus in conversation and expresses an interest in taking a new product/service
  • When a prospect indirectly references a competitor and expresses an interest in taking a new product/service

 

When any of the above references are made in the social space these are seen as clear opportunities (cries for help) to initiate a sales conversation. LSW makes the routing and prioritisation of these instances to allow the team to engage immediately (within 30mins) with the prospect responding directly to their post. We utilise the Social profile to engage in a personalised, fun manner ensuring that we offer the customer a compelling reason to respond and engage.

The results


Community


The combination of executive support, solid strategy and a focussed team has delivered an outstanding set of outcomes for My Optus Community.

 

Listen to what the VP of Customer Service has to say about the results and the impact they’ve had on the organisation’s performance.

 

 

 

Increased Traffic and visitation: We have seen a 107% increase in traffic to the community over the course of the past 12 months, which has been driven through a number of key initiatives. This has included the inclusion of contextually relevant widgets that surface community conversation through the optus.com.au website, inclusion of strong CTA’s on all electronic communication, but most importantly we’ve made the significant cultural change to position to community as THE default support channel for our Go To Market programs. For example when Optus launched a new mobile App in September, WiFi Talk (gives customers with limited indoor mobile coverage can use the app to make and receive calls over a WiFi connection), My Optus Community was used as the primary support channel and for the very first time all the customer broadcast communications directed customers to My Optus Community with a blog post with all of the key details. Over 67,000 people viewed the post and resulted in 230 comments on the thread, yet only 20 support calls logged about WiFi Talk issues. This has been successfully replicated a number of times since with equal success and is now considered BAU practice.

WiFi Talk Launch

 

An extension of our online integration strategy has been to develop campaign landing pages directly within the community, giving customers the opportunity to directly ask questions, comment and respond directly. These questions are work flowed into to LSW where moderators are able to respond where required. This has worked so well the Pre- Paid team have made the community landing page part of the customer on-boarding journey, allowing all new Pre-Paid customers ask questions at the time of setup in a seamless experience.

Pre-Paid Welcome Hub

In June of 2015 we launched the My Optus Community Blog, which has played an important role in our content marketing strategy and has been an excellent vehicle for the discovery of community content. Since launch, we have maintained a steady rhythm of content production with over 125 articles published, which have received over 500,000 page views and contribute a significant proportion of search referrals.

 

My Optus Community Blog

We’ve acknowledged the trend of needing support on-the-go by making My Optus Community the first fully responsive community in Australia, ensuring that members have the same experience across all of their devices. This has resulted in a jump from 510K mobile visits last financial year to 1.3 million this year. Today over 50% of our traffic is generated by mobile devices.

Resolution Rate: In a world first, we customised the way that the Tribal Knowledgebase (TKB) module is traditionally used to change the way articles are created and published. In doing so, we give community members the control to identify support content they want and think other members might need, allowing us to scale the volume of content available. Wiki articles can be nominated by the community, who can also make updates to the content, giving them power to help other members. Since we launched this module in September, 63 articles have been authored and received over 26,000 views. 


My Optus Community Wiki


This combined with prioritised routing of unanswered posts into the social media team through LSW has seen the customer reported resolution rate increase from 9% to 37%

 

Retain & Recognise: The implementation of a formalised Super User program and the implementation of Premium Gamification has seen the contributions made from our super users increase by almost 300% year on year. This translates to almost 1,500 hours being spent in the community by our top 5 users. The program runs on a 6 month cycle, is built on deep personal relationships (that extends into the ‘real’ world) and actively recruits users from other communities based on a set of attributes.

 

The execution of our strategy in combination with attentive and responsive community management has seen us exceed the 350,000 incremental call reduction target by more almost 60%, delivering a 230% increase on Opex saving. And this is just the beginning…

 

gbvcdx.png

 

Social Response: The social service team been consistently recognised as the #1 Socially Devoted brand in Australia by Social Bakers for the past 4 quarters. We also received a top 10 global award in Q1 2015.

The introduction of a sales capability into the response team has yielded some very encouraging early results. We have engaged almost 5,000 prospects over the course of the last year through intensive social listening. We have seen a staggering 89% engagement rate. Of those who did engage, we saw a 13% sales conversion which has contributed more than $400K of annualised revenue to the business. While the volumes remain relatively small, the performance of social as a prospecting channel significantly exceeds many of our traditional telesales cross sell campaigns.

gf.pngrd.pngbgfdv.png


optusSCREAM_Teal-YellowBubble-sRGB.jpgCompany: Optus

Contact: Karen Le (Community Manager)

Community: My Optus Community

Lithy category: Social ROI Titan

 

As Australia's second largest Telecommunication provider, Optus is in the business of connecting people. We offer a broad range of communications services including mobile, telephony, internet, business network services, satellite services and subscription television to over ten million customers every day.

 

While we are a company that is focused on enabling homes and businesses with technology and entertainment, our vision is to lead Australia in providing outstanding customer experience.

 

Like many companies, the provision of customer service through traditional channels contributes to a significant proportion of our operational cost base. In parallel, we continue to see an ever increasing appetite from our customers to engage with us through digital channels - most notably, live chat and social media, with both achieving double digit growth in the preceding year. While these channels offer operational efficiencies over voice and retail channels, channel switching customers alone would not enable the organisation to achieve our cost reduction objectives.

Optus is a Total Community customer, leveraging the Lithium Community Platform, Lithium Social Web and Social Media Analytics products.

 

Our 2015 goals for our Lithium-powered community and LSW


Optus implemented a Lithium powered community in early 2012. After the hard yards of community establishment were carried out, the focus on fully leveraging the asset was lost, resulting in stagnation and faltering interest from it’s 20,000 members.

The development of this year’s overarching Customer Service Strategy was firmly rooted in digital with the dual purpose of meeting the shift in customer expectation and reducing support costs. The underutilisation of community based customer support was recognised as a key area of opportunity.

The resulting business objective was to actively utilise My Optus Community to deflect an incremental 350,000 calls from the call centre during FY16 (March ’15 to April ‘16). In doing so, we would not only achieve in year financial benefits, but re-invigorate an asset and truly unlock the potential of peer-to-peer customer support.

 

In parallel, we also embarked on an ambitious goal of extending our best in class social response into the relatively unchartered territory of targeting apathetic competitor customers through active listening and considered engagement to generate sales.

 

Our focus areas and tactics

Community:


Our approach to achieving our ambitious cost reduction goals was made up of 3 parts:

  • Secure executive sponsorship: By constructing a narrative around best practice, both within and outside telco, we were able to successfully articulate the size of the opportunity offered through peer to peer support. This proved critical in the removal of barriers that presented themselves around internal positioning of the community as the default support channel as well as securing the resources required to make it a reality.

  • Strategy development: To capitalise on the executive sponsorship required the rapid development of a robust multi-pronged strategy which focussed on 3 key pillars to drive call volume reduction, while ensuring that the customer experience was protected.
    • Drive increased traffic to the community
    • Increase the customer reported resolution rate
    • Retain and recognise community participation

 

grb.png

 

  • Investment in people: The execution of the plan required the establishment of small team of experienced community practitioners, that we capable of bringing the plan to life. This included a mix of internal staff with exceptional networks and external hires. The team was kept intentionally small (3 FTE) and dedicated to the delivery of the operational plan that was generated out of the strategy. This proved to be the single most important investment that we’ve made.

 

Social Response


By augmenting the existing service based response team with skilled sales agents, we set out to create the right processes, deploy the right technology and hire the right people. The team had to be highly visible both internally and externally and most importantly we wanted to enhance the customer experience in the new Optus brand.

 

To do this, the aim of the team is to respond to any post where an opportunity for a sale is clear in either of the following instances:

  • When a prospect mentions @Optus or Optus in conversation and expresses an interest in taking a new product/service
  • When a prospect indirectly references a competitor and expresses an interest in taking a new product/service

 

When any of the above references are made in the social space these are seen as clear opportunities (cries for help) to initiate a sales conversation. LSW makes the routing and prioritisation of these instances to allow the team to engage immediately (within 30mins) with the prospect responding directly to their post. We utilise the Social profile to engage in a personalised, fun manner ensuring that we offer the customer a compelling reason to respond and engage.

The results


Community


The combination of executive support, solid strategy and a focussed team has delivered an outstanding set of outcomes for My Optus Community.

 

Listen to what the VP of Customer Service has to say about the results and the impact they’ve had on the organisation’s performance.

 

 

 

Increased Traffic and visitation: We have seen a 107% increase in traffic to the community over the course of the past 12 months, which has been driven through a number of key initiatives. This has included the inclusion of contextually relevant widgets that surface community conversation through the optus.com.au website, inclusion of strong CTA’s on all electronic communication, but most importantly we’ve made the significant cultural change to position to community as THE default support channel for our Go To Market programs. For example when Optus launched a new mobile App in September, WiFi Talk (gives customers with limited indoor mobile coverage can use the app to make and receive calls over a WiFi connection), My Optus Community was used as the primary support channel and for the very first time all the customer broadcast communications directed customers to My Optus Community with a blog post with all of the key details. Over 67,000 people viewed the post and resulted in 230 comments on the thread, yet only 20 support calls logged about WiFi Talk issues. This has been successfully replicated a number of times since with equal success and is now considered BAU practice.

WiFi Talk Launch

 

An extension of our online integration strategy has been to develop campaign landing pages directly within the community, giving customers the opportunity to directly ask questions, comment and respond directly. These questions are work flowed into to LSW where moderators are able to respond where required. This has worked so well the Pre- Paid team have made the community landing page part of the customer on-boarding journey, allowing all new Pre-Paid customers ask questions at the time of setup in a seamless experience.

Pre-Paid Welcome Hub

In June of 2015 we launched the My Optus Community Blog, which has played an important role in our content marketing strategy and has been an excellent vehicle for the discovery of community content. Since launch, we have maintained a steady rhythm of content production with over 125 articles published, which have received over 500,000 page views and contribute a significant proportion of search referrals.

 

My Optus Community Blog

We’ve acknowledged the trend of needing support on-the-go by making My Optus Community the first fully responsive community in Australia, ensuring that members have the same experience across all of their devices. This has resulted in a jump from 510K mobile visits last financial year to 1.3 million this year. Today over 50% of our traffic is generated by mobile devices.

Resolution Rate: In a world first, we customised the way that the Tribal Knowledgebase (TKB) module is traditionally used to change the way articles are created and published. In doing so, we give community members the control to identify support content they want and think other members might need, allowing us to scale the volume of content available. Wiki articles can be nominated by the community, who can also make updates to the content, giving them power to help other members. Since we launched this module in September, 63 articles have been authored and received over 26,000 views. 


My Optus Community Wiki


This combined with prioritised routing of unanswered posts into the social media team through LSW has seen the customer reported resolution rate increase from 9% to 37%

 

Retain & Recognise: The implementation of a formalised Super User program and the implementation of Premium Gamification has seen the contributions made from our super users increase by almost 300% year on year. This translates to almost 1,500 hours being spent in the community by our top 5 users. The program runs on a 6 month cycle, is built on deep personal relationships (that extends into the ‘real’ world) and actively recruits users from other communities based on a set of attributes.

 

The execution of our strategy in combination with attentive and responsive community management has seen us exceed the 350,000 incremental call reduction target by more almost 60%, delivering a 230% increase on Opex saving. And this is just the beginning…

 

gbvcdx.png

 

Social Response: The social service team been consistently recognised as the #1 Socially Devoted brand in Australia by Social Bakers for the past 4 quarters. We also received a top 10 global award in Q1 2015.

The introduction of a sales capability into the response team has yielded some very encouraging early results. We have engaged almost 5,000 prospects over the course of the last year through intensive social listening. We have seen a staggering 89% engagement rate. Of those who did engage, we saw a 13% sales conversion which has contributed more than $400K of annualised revenue to the business. While the volumes remain relatively small, the performance of social as a prospecting channel significantly exceeds many of our traditional telesales cross sell campaigns.

gf.pngrd.pngbgfdv.png

Status:
2016 Lithy Submission

Lithys 2016: Optus - Support Savings MVP

By JaniceK

Lithys 2016: Optus - Support Savings MVP

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK Wednesday - last edited Wednesday

optusSCREAM_Teal-YellowBubble-sRGB.jpgCompany: Optus

Contact: Karen Le (Community Manager)

Community: My Optus Community

Lithy category: Support Savings MVP

 

As Australia's second largest Telecommunication provider, Optus is in the business of connecting people. We offer a broad range of communications services including mobile, telephony, internet, business network services, satellite services and subscription television to over ten million customers every day.

 

While we are a company that is focused on enabling homes and businesses with technology and entertainment, our vision is to lead Australia in outstanding customer experience.

 

How we  are implementing Community  to meet our customer care business goals

 

Like many companies, the provision of customer service through traditional channels contributes to a significant proportion of our operational cost base. This year, our overarching Customer Service Strategy has been firmly rooted in digital with the dual purpose of meeting the shift in customer preference and reducing support costs. The under-utilisation of community based customer support was recognised as a key area of opportunity. The resulting business objective was to actively drive My Optus Community to deflect an incremental 350,000 calls from the call centre during FY16 (March ’15 to April ‘16). What we actually achieved was an incremental 500,000+ calls. There were a number of key initiatives that were implemented in order to achieve these goals;

 

Integration of Community within our digital assets

 

This focused on the inclusion of contextually relevant widgets that surface community conversation on the optus.com.au website, including the homepage, help & support, product and sales pages. Strong community CTA’s were on all electronic communications and a further extension of our online integration strategy has been to develop campaign landing pages directly within the community; giving customers the opportunity to directly ask questions, comment and respond directly. These questions are work flowed into to LSW where moderators are able to respond where required. This has worked so well that the Pre- Paid team have made the community landing page part of the customer on-boarding journey, allowing all new Pre-Paid customers ask questions at the time of setup to provide a seamless experience.

Pre-Paid Welcome Hub

Default support channel within our Go to Market Programs

 

One of the most significant cultural changes was to position to community as THE default support channel for our Go To Market programs. When Optus launched a new mobile App in September, WiFi Talk (gives customers with limited indoor mobile coverage can use the app to make and receive calls over a WiFi connection), My Optus Community was used as the primary support channel and for the very first time all the customer broadcast communications directed customers to a blog post in My Optus Community with all of the key details. Over 67,000 people viewed the post, resulting in 230 comments. This was so effective that only 20 support calls were logged about WiFi Talk issues each week since it launched. This has been successfully replicated a number of times since with equal success and is now considered BAU practice.

WiFi Talk Launch

 

Australia’s First Responsive Community

 

We’ve acknowledged the trend of needing support on-the-go by making My Optus Community the first fully responsive community in Australia, ensuring that members have the same experience across all of their devices. This has resulted in a jump from 510K mobile visits last financial year to 1.3 million this year. Today over 50% of our traffic is generated by mobile devices.

Driving traffic and informing customers through the Optus Blog

 

In June of 2015 we launched the My Optus Community Blog, which has played an important role in our content marketing strategy and has been an excellent vehicle for the discovery of community content. Since launch, we have maintained a steady rhythm of content production with over 125 articles published, which have received over 500,000 page views and contribute a significant proportion of search referrals.

 

My Optus Community Blog

Improving the Resolution Rate

 

In a world first, we customised the way that the Tribal Knowledgebase (TKB) module is traditionally used to change the way articles are created and published. In doing so, we give community members the control to identify support content they want and think other members might need, allowing us to scale through crowd sourcing. Threads can be nominated as Wiki articles by the community, who can also make updates to the content, giving them power to help other members. Since we launched this module in September, 63 articles have been authored and received over 26,000 views.

My Optus Community Wiki

 

This combined with prioritised routing of unanswered posts into the social media team through LSW has seen the customer reported resolution rate increase from 9% to 37%.

 

Retaining & recognising our members

 

The implementation of a formalised Super User program and the introduction of Premium Gamification has seen the contributions made from our super users increase by almost 300% year on year. This translates to almost 1,500 hours being spent in the community by our top 5 users. The program runs on a 6 month cycle, is built on deep personal relationships (that extends into the ‘real’ world) and actively recruits users from other communities based on a set of attributes.

 

The execution of our strategy in combination with attentive and responsive community management has seen us exceed the 350,000 incremental call reduction target by more almost 60%, delivering a 230% increase on Opex saving.

 

The changes we implemented because of cost reductions based on Lithium Community

 

The organisation’s business objective was to actively utilise My Optus Community to deflect an incremental 350,000 calls from the call centre. These call reduction projections are used to plan for our voice channel workforce. The number of actual calls are recorded and tracked against the projection figures ensure that capacity planning and headcount is accurate and adjustments are made accordingly, and due to these reduced volumes we are able to incrementally increase capacity when unforeseen issues arise.

 

Also, through the increased participation by members there a reduction in the reliance on Optus moderators to input into the discussion by 40% in comparison to the previous financial year, meaning we were able to handle an 82% increase in engagement volume across social with minimal increase in resource (4 FTE).

 

Our metrics

 

The combination of executive support, solid strategy and a focused team has delivered an outstanding set of outcomes for My Optus Community including an incremental reduction of over 500,000 calls delivering 230% increase on Opex savings. There has been a considerable impact, not only on the number of calls reduced but in the way we organise and plan our headcount and workforce. This has meant we’ve been able to provide more support to customers when they need us as well as a significant reduction in our operational expenditure.

 

Listen to what the VP of Customer Service has to say about the results and the impact they’ve had on the organisation’s performance.

 

 

 

jnhbgfvc.png


optusSCREAM_Teal-YellowBubble-sRGB.jpgCompany: Optus

Contact: Karen Le (Community Manager)

Community: My Optus Community

Lithy category: Support Savings MVP

 

As Australia's second largest Telecommunication provider, Optus is in the business of connecting people. We offer a broad range of communications services including mobile, telephony, internet, business network services, satellite services and subscription television to over ten million customers every day.

 

While we are a company that is focused on enabling homes and businesses with technology and entertainment, our vision is to lead Australia in outstanding customer experience.

 

How we  are implementing Community  to meet our customer care business goals

 

Like many companies, the provision of customer service through traditional channels contributes to a significant proportion of our operational cost base. This year, our overarching Customer Service Strategy has been firmly rooted in digital with the dual purpose of meeting the shift in customer preference and reducing support costs. The under-utilisation of community based customer support was recognised as a key area of opportunity. The resulting business objective was to actively drive My Optus Community to deflect an incremental 350,000 calls from the call centre during FY16 (March ’15 to April ‘16). What we actually achieved was an incremental 500,000+ calls. There were a number of key initiatives that were implemented in order to achieve these goals;

 

Integration of Community within our digital assets

 

This focused on the inclusion of contextually relevant widgets that surface community conversation on the optus.com.au website, including the homepage, help & support, product and sales pages. Strong community CTA’s were on all electronic communications and a further extension of our online integration strategy has been to develop campaign landing pages directly within the community; giving customers the opportunity to directly ask questions, comment and respond directly. These questions are work flowed into to LSW where moderators are able to respond where required. This has worked so well that the Pre- Paid team have made the community landing page part of the customer on-boarding journey, allowing all new Pre-Paid customers ask questions at the time of setup to provide a seamless experience.

Pre-Paid Welcome Hub

Default support channel within our Go to Market Programs

 

One of the most significant cultural changes was to position to community as THE default support channel for our Go To Market programs. When Optus launched a new mobile App in September, WiFi Talk (gives customers with limited indoor mobile coverage can use the app to make and receive calls over a WiFi connection), My Optus Community was used as the primary support channel and for the very first time all the customer broadcast communications directed customers to a blog post in My Optus Community with all of the key details. Over 67,000 people viewed the post, resulting in 230 comments. This was so effective that only 20 support calls were logged about WiFi Talk issues each week since it launched. This has been successfully replicated a number of times since with equal success and is now considered BAU practice.

WiFi Talk Launch

 

Australia’s First Responsive Community

 

We’ve acknowledged the trend of needing support on-the-go by making My Optus Community the first fully responsive community in Australia, ensuring that members have the same experience across all of their devices. This has resulted in a jump from 510K mobile visits last financial year to 1.3 million this year. Today over 50% of our traffic is generated by mobile devices.

Driving traffic and informing customers through the Optus Blog

 

In June of 2015 we launched the My Optus Community Blog, which has played an important role in our content marketing strategy and has been an excellent vehicle for the discovery of community content. Since launch, we have maintained a steady rhythm of content production with over 125 articles published, which have received over 500,000 page views and contribute a significant proportion of search referrals.

 

My Optus Community Blog

Improving the Resolution Rate

 

In a world first, we customised the way that the Tribal Knowledgebase (TKB) module is traditionally used to change the way articles are created and published. In doing so, we give community members the control to identify support content they want and think other members might need, allowing us to scale through crowd sourcing. Threads can be nominated as Wiki articles by the community, who can also make updates to the content, giving them power to help other members. Since we launched this module in September, 63 articles have been authored and received over 26,000 views.

My Optus Community Wiki

 

This combined with prioritised routing of unanswered posts into the social media team through LSW has seen the customer reported resolution rate increase from 9% to 37%.

 

Retaining & recognising our members

 

The implementation of a formalised Super User program and the introduction of Premium Gamification has seen the contributions made from our super users increase by almost 300% year on year. This translates to almost 1,500 hours being spent in the community by our top 5 users. The program runs on a 6 month cycle, is built on deep personal relationships (that extends into the ‘real’ world) and actively recruits users from other communities based on a set of attributes.

 

The execution of our strategy in combination with attentive and responsive community management has seen us exceed the 350,000 incremental call reduction target by more almost 60%, delivering a 230% increase on Opex saving.

 

The changes we implemented because of cost reductions based on Lithium Community

 

The organisation’s business objective was to actively utilise My Optus Community to deflect an incremental 350,000 calls from the call centre. These call reduction projections are used to plan for our voice channel workforce. The number of actual calls are recorded and tracked against the projection figures ensure that capacity planning and headcount is accurate and adjustments are made accordingly, and due to these reduced volumes we are able to incrementally increase capacity when unforeseen issues arise.

 

Also, through the increased participation by members there a reduction in the reliance on Optus moderators to input into the discussion by 40% in comparison to the previous financial year, meaning we were able to handle an 82% increase in engagement volume across social with minimal increase in resource (4 FTE).

 

Our metrics

 

The combination of executive support, solid strategy and a focused team has delivered an outstanding set of outcomes for My Optus Community including an incremental reduction of over 500,000 calls delivering 230% increase on Opex savings. There has been a considerable impact, not only on the number of calls reduced but in the way we organise and plan our headcount and workforce. This has meant we’ve been able to provide more support to customers when they need us as well as a significant reduction in our operational expenditure.

 

Listen to what the VP of Customer Service has to say about the results and the impact they’ve had on the organisation’s performance.

 

 

 

jnhbgfvc.png

Status:
2016 Lithy Submission

Lithys 2016: Hilton Worldwide - Excellence in Cust...

By JaniceK

Untitled66.pngCompany: Hilton Worldwide

Contact: Lee Diaz (Social Media Product Manager)

Community: Hilton Suggests Twitter 

Lithy category: Excellence in Customer Satisfaction

 

Hilton Worldwide is one of the largest hospitality companies in the world, with mre than 4,600 hotels, resorts and properties in 100 countries and territories, and we’re growing faster than ever. Our 96-year history as pioneers in the industry makes us the preferred venue for travelers, developers, partners, and team members alike.

 

Our customer satisfaction initiatives of 2015

 

Hospitality and customer satisfaction should be extended to all travelers, even before they are your customers. With this focus, in 2015 we continued the expansion of the Hilton Suggests program to be an even broader global community of Hilton Worldwide team members, at all positions, that serve as a proactive resource for travelers visiting around 100 global markets. Hilton Suggests members give their time to listen for travelers’ questions, point unfamiliar travelers in the right direction, and even assist fellow locals seeking the next hidden gem for their bucket list. Through this, we deliver tweet tailored reccommendations for where to eat, what to see and what to do in our cities, to any traveler that needs a little direction.

 

A 2014 Study by Google on the Traveler’s Road to Decision showed that 83% of users that go online to find travel inspiration use social networking, video or photo sites. The @HiltonSuggests team helps develop some of that inspiration and alleviates some local research by surprising and delighting Twitter users seeking out travel advice with unique, local recommendations. By reaching travelers where they are, and when they are asking questions, we were able to share over 30,400 responses in 2015.

 

Untitled62.png

 

The most important customer issue we  were looking to solve via  Lithium implementation? 

 

Travelers, as resourceful as they are, often need direction as they get ready to explore. Our focus is to help answer travelers’ questions of where to go, what to see, and where to eat that we all have as travelers to a new city. Even when they are not looking to Hilton Worldwide to answer their questions, we want to surprise and delight them with our focus actively listening, taking the time to respond, and delivering a quality piece of information from a local perspective.

 

Each suggestion is an authentic, first-hand recommendation based on the experiences of one of our local team members. And while we are happy to help travelers find a hotel - our primary focus is always to enhance the overall travel experience during a new-nomad’s visit.

 

We understand that it’s easier to appreciate the quirks and cultural nuances, too, when you’ve had a chance to experience the culture at its originator. We live and breathe the vision that our founder, Conrad Hilton, understood to be so important:

 

It’s our mission to fill the earth with the light and warmth of hospitality - one tweet at a time.

Untitled63.png

 

Our metrics

 

 

Given our focus, to reach any traveler seeking local recommendations, our core satisfaction metric is based on our ability to connect to travelers: Response. In 2015, we had just over 90 Team Members Tweet over 30,400 responses to travelers’ questions.

 

We leverage Lithium’s Social Web to ensure that each Team Member is receiving traveler questions from their local city / region / market, and can quickly identify which questions they can answer based on their experiences in the city they live and work in.

 

Untitled64.png

 

Untitled65.png


Untitled66.pngCompany: Hilton Worldwide

Contact: Lee Diaz (Social Media Product Manager)

Community: Hilton Suggests Twitter 

Lithy category: Excellence in Customer Satisfaction

 

Hilton Worldwide is one of the largest hospitality companies in the world, with mre than 4,600 hotels, resorts and properties in 100 countries and territories, and we’re growing faster than ever. Our 96-year history as pioneers in the industry makes us the preferred venue for travelers, developers, partners, and team members alike.

 

Our customer satisfaction initiatives of 2015

 

Hospitality and customer satisfaction should be extended to all travelers, even before they are your customers. With this focus, in 2015 we continued the expansion of the Hilton Suggests program to be an even broader global community of Hilton Worldwide team members, at all positions, that serve as a proactive resource for travelers visiting around 100 global markets. Hilton Suggests members give their time to listen for travelers’ questions, point unfamiliar travelers in the right direction, and even assist fellow locals seeking the next hidden gem for their bucket list. Through this, we deliver tweet tailored reccommendations for where to eat, what to see and what to do in our cities, to any traveler that needs a little direction.

 

A 2014 Study by Google on the Traveler’s Road to Decision showed that 83% of users that go online to find travel inspiration use social networking, video or photo sites. The @HiltonSuggests team helps develop some of that inspiration and alleviates some local research by surprising and delighting Twitter users seeking out travel advice with unique, local recommendations. By reaching travelers where they are, and when they are asking questions, we were able to share over 30,400 responses in 2015.

 

Untitled62.png

 

The most important customer issue we  were looking to solve via  Lithium implementation? 

 

Travelers, as resourceful as they are, often need direction as they get ready to explore. Our focus is to help answer travelers’ questions of where to go, what to see, and where to eat that we all have as travelers to a new city. Even when they are not looking to Hilton Worldwide to answer their questions, we want to surprise and delight them with our focus actively listening, taking the time to respond, and delivering a quality piece of information from a local perspective.

 

Each suggestion is an authentic, first-hand recommendation based on the experiences of one of our local team members. And while we are happy to help travelers find a hotel - our primary focus is always to enhance the overall travel experience during a new-nomad’s visit.

 

We understand that it’s easier to appreciate the quirks and cultural nuances, too, when you’ve had a chance to experience the culture at its originator. We live and breathe the vision that our founder, Conrad Hilton, understood to be so important:

 

It’s our mission to fill the earth with the light and warmth of hospitality - one tweet at a time.

Untitled63.png

 

Our metrics

 

 

Given our focus, to reach any traveler seeking local recommendations, our core satisfaction metric is based on our ability to connect to travelers: Response. In 2015, we had just over 90 Team Members Tweet over 30,400 responses to travelers’ questions.

 

We leverage Lithium’s Social Web to ensure that each Team Member is receiving traveler questions from their local city / region / market, and can quickly identify which questions they can answer based on their experiences in the city they live and work in.

 

Untitled64.png

 

Untitled65.png

Status:
2016 Lithy Submission

Lithys 2016: Zuora - Support Savings MVP

By JaniceK

Untitled59.pngCompany: Zuora

Contact: Lana Lee  (Support Community Manager)

Community: Zuora Community

Lithy category: Support Savings MVP

 

Zuora’s Relationship Business Management (RBM) solution helps businesses launch or shift products to subscription, implement pay-as-you-go pricing and packaging models, gain insights into subscriber behavior, open revenue streams, and disrupt market segments to gain competitive advantage. Headquartered in Silicon Valley, Zuora also operates offices in Atlanta, Boston, San Francisco, London, Paris, Munich, Beijing, Sydney, Tokyo, Amsterdam, Vienna, Copenhagen and Stockholm. Clients come from a wide range of industries: media, travel services, consumer packaged goods, cloud services, and telecommunications. Clients include Financial Times, Schneider Electric, Box, Honeywell, NCR, RTL, lynda.com, The Guardian, YP.com, BlueJeans, Shutterfly, TripAdvisor, Vivint and Trulia.

 

How we  are implementing Community to meet our customer care business goals

 

The Zuora Community is a one-stop destination for our customer and partners to discover “just-in-time” solutions through peer-to-peer collaboration and easy access to knowledge documentation, contribute and vote on product ideas, learn about new product releases and grow in their Zuora expertise.

Using our Zendesk integration with our Community, any non-Zuora community post that has no intial response within 48 hours will automatically create a Zendesk ticket. Once a Support agent answers the Zendesk ticket, the answer goes back to the Community as a response and is auto-selected as an accepted answer.  With over 30 support agents in our global Customer Support Services and Community team, we ensure that no issue is left unattended.

Our Community uses Lithium’s topic discussion boards, blog, ideas, forums and user group features to engage with our customers:

  • Our Topic Discussion Boards provide a collaborative space for customers to ask questions from Zuora staff and other users, gain credibility via kudos and accepted answers and share best practices.
  • Our Announcements area informs customers about release notifications and product updates and allows Zuora to interact with our customers when they have questions.
  • The Ideas forum is our most popular area because it allows our customers to interact with our Product Managers to potentially impact our product roadmap.
  • We use User Groups to help connect users before events, network with each other locally and grant access to limited availability programs where customers can provide feedback to product managers on our latest releases and new features.

 

In only 3 months, at at an average of 20k page views per month, we trust that the Zuora Community is a “home run”  for our company and we look forward to its bright future.

 

The changed we  implemented because of cost reductions based on Lithium Community 


Since our Community launched, the reduction of support tickets was seen immediately which gives us time to become more focused on strategic initiatives such as customer advocacy, SME training, and increasing product adoption through self-service.

 

Our metrics


Within a week of our community’s launch, the Support Team saw a 9% reduction of support tickets.  Now, in our third month post-launch, we have reduced support tickets by 11% - proving that the Zuora Community is rich with content that helps our customers easily find the information they need to power their subscription business.

 

Untitled61.png


Untitled59.pngCompany: Zuora

Contact: Lana Lee  (Support Community Manager)

Community: Zuora Community

Lithy category: Support Savings MVP

 

Zuora’s Relationship Business Management (RBM) solution helps businesses launch or shift products to subscription, implement pay-as-you-go pricing and packaging models, gain insights into subscriber behavior, open revenue streams, and disrupt market segments to gain competitive advantage. Headquartered in Silicon Valley, Zuora also operates offices in Atlanta, Boston, San Francisco, London, Paris, Munich, Beijing, Sydney, Tokyo, Amsterdam, Vienna, Copenhagen and Stockholm. Clients come from a wide range of industries: media, travel services, consumer packaged goods, cloud services, and telecommunications. Clients include Financial Times, Schneider Electric, Box, Honeywell, NCR, RTL, lynda.com, The Guardian, YP.com, BlueJeans, Shutterfly, TripAdvisor, Vivint and Trulia.

 

How we  are implementing Community to meet our customer care business goals

 

The Zuora Community is a one-stop destination for our customer and partners to discover “just-in-time” solutions through peer-to-peer collaboration and easy access to knowledge documentation, contribute and vote on product ideas, learn about new product releases and grow in their Zuora expertise.

Using our Zendesk integration with our Community, any non-Zuora community post that has no intial response within 48 hours will automatically create a Zendesk ticket. Once a Support agent answers the Zendesk ticket, the answer goes back to the Community as a response and is auto-selected as an accepted answer.  With over 30 support agents in our global Customer Support Services and Community team, we ensure that no issue is left unattended.

Our Community uses Lithium’s topic discussion boards, blog, ideas, forums and user group features to engage with our customers:

  • Our Topic Discussion Boards provide a collaborative space for customers to ask questions from Zuora staff and other users, gain credibility via kudos and accepted answers and share best practices.
  • Our Announcements area informs customers about release notifications and product updates and allows Zuora to interact with our customers when they have questions.
  • The Ideas forum is our most popular area because it allows our customers to interact with our Product Managers to potentially impact our product roadmap.
  • We use User Groups to help connect users before events, network with each other locally and grant access to limited availability programs where customers can provide feedback to product managers on our latest releases and new features.

 

In only 3 months, at at an average of 20k page views per month, we trust that the Zuora Community is a “home run”  for our company and we look forward to its bright future.

 

The changed we  implemented because of cost reductions based on Lithium Community 


Since our Community launched, the reduction of support tickets was seen immediately which gives us time to become more focused on strategic initiatives such as customer advocacy, SME training, and increasing product adoption through self-service.

 

Our metrics


Within a week of our community’s launch, the Support Team saw a 9% reduction of support tickets.  Now, in our third month post-launch, we have reduced support tickets by 11% - proving that the Zuora Community is rich with content that helps our customers easily find the information they need to power their subscription business.

 

Untitled61.png

Status:
2016 Lithy Submission

Lithys 2016: Zuora - Excellence in Customer Satisf...

By JaniceK

Untitled59.pngCompany: Zuora

Contact: Lana Lee  (Support Community Manager)

Community: Zuora Community

Lithy category: Excellence in Customer Satisfaction 

 

Zuora’s Relationship Business Management (RBM) solution helps businesses launch or shift products to subscription, implement pay-as-you-go pricing and packaging models, gain insights into subscriber behavior, open revenue streams, and disrupt market segments to gain competitive advantage. Headquartered in Silicon Valley, Zuora also operates offices in Atlanta, Boston, San Francisco, London, Paris, Munich, Beijing, Sydney, Tokyo, Amsterdam, Vienna, Copenhagen and Stockholm. Clients come from a wide range of industries: media, travel services, consumer packaged goods, cloud services, and telecommunications. Clients include Financial Times, Schneider Electric, Box, Honeywell, NCR, RTL, lynda.com, The Guardian, YP.com, BlueJeans, Shutterfly, TripAdvisor, Vivint and Trulia.

 

Our   customer satisfaction initiatives

 

Zuora’s Customer Satisfaction Initiatives in 2015 was to establish more visibility on use cases, implementation and enhancement requests.

Seeing how our customers, partners and internal Zuora staff interacts, opens a new world for us to give us better positioning on how to help our customers with a different level of approach (Voice of Customer, Customer Advocacy Program, etc.)

 

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


Nothing stands in the way of excellence for Zuora’s multi-Stevie® Award winning Global Support Team. Our support team spans the world, giving our customers just-in-time solutions to help power their subscription business and grow in their Zuora expertise.

With over 30 global support agents, Zuora support provides quick response, resolution times and received an average customer service rating of 95% for the entire team. By implementing Lithium for our Zuora Community, we’re continuing to focus on delivering the best customer service possible to aggregate content by bringing togther sources of knowledge and information, deflect support tickets to save costs and give customers an integrated visual experience with corporate branding.

We believe that we’ve solved these customer issues and more with our cutting-edge Zuora Community that moves Zuora Support to a higher level with its innovative platform that enables peer-to-peer knowledge sharing and gives customers a voice in shaping Zuora’s product roadmap. Our Community User Groups give customers and partners a space where they can network, provide feedback and receive updates on the latest Zuora releases and features.

Our metrics

 

30% of our Community’s traffic is in our Ideas forum, which proves to be a popular Community destination since our product managers frequently interact with customers who give suggestions on improving Zuora.

Time spent in the community is approximately 9 minutes per member and we see an average of 20k page views per month which shows us that our users are browsing ideas and forums for solutions.

Using our Zendesk integration with our Community, any customer post that has no intial response within 48 hours will automatically create a Zendesk ticket. Once a Support agent answers the Zendesk ticket, the answer goes back to the Community as a response and is auto-selected as an accepted answer.  With over 30 support agents in our global Customer Support Services and Community team, we ensure that no issue is left unattended.

 

Untitled60.png


Untitled59.pngCompany: Zuora

Contact: Lana Lee  (Support Community Manager)

Community: Zuora Community

Lithy category: Excellence in Customer Satisfaction 

 

Zuora’s Relationship Business Management (RBM) solution helps businesses launch or shift products to subscription, implement pay-as-you-go pricing and packaging models, gain insights into subscriber behavior, open revenue streams, and disrupt market segments to gain competitive advantage. Headquartered in Silicon Valley, Zuora also operates offices in Atlanta, Boston, San Francisco, London, Paris, Munich, Beijing, Sydney, Tokyo, Amsterdam, Vienna, Copenhagen and Stockholm. Clients come from a wide range of industries: media, travel services, consumer packaged goods, cloud services, and telecommunications. Clients include Financial Times, Schneider Electric, Box, Honeywell, NCR, RTL, lynda.com, The Guardian, YP.com, BlueJeans, Shutterfly, TripAdvisor, Vivint and Trulia.

 

Our   customer satisfaction initiatives

 

Zuora’s Customer Satisfaction Initiatives in 2015 was to establish more visibility on use cases, implementation and enhancement requests.

Seeing how our customers, partners and internal Zuora staff interacts, opens a new world for us to give us better positioning on how to help our customers with a different level of approach (Voice of Customer, Customer Advocacy Program, etc.)

 

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


Nothing stands in the way of excellence for Zuora’s multi-Stevie® Award winning Global Support Team. Our support team spans the world, giving our customers just-in-time solutions to help power their subscription business and grow in their Zuora expertise.

With over 30 global support agents, Zuora support provides quick response, resolution times and received an average customer service rating of 95% for the entire team. By implementing Lithium for our Zuora Community, we’re continuing to focus on delivering the best customer service possible to aggregate content by bringing togther sources of knowledge and information, deflect support tickets to save costs and give customers an integrated visual experience with corporate branding.

We believe that we’ve solved these customer issues and more with our cutting-edge Zuora Community that moves Zuora Support to a higher level with its innovative platform that enables peer-to-peer knowledge sharing and gives customers a voice in shaping Zuora’s product roadmap. Our Community User Groups give customers and partners a space where they can network, provide feedback and receive updates on the latest Zuora releases and features.

Our metrics

 

30% of our Community’s traffic is in our Ideas forum, which proves to be a popular Community destination since our product managers frequently interact with customers who give suggestions on improving Zuora.

Time spent in the community is approximately 9 minutes per member and we see an average of 20k page views per month which shows us that our users are browsing ideas and forums for solutions.

Using our Zendesk integration with our Community, any customer post that has no intial response within 48 hours will automatically create a Zendesk ticket. Once a Support agent answers the Zendesk ticket, the answer goes back to the Community as a response and is auto-selected as an accepted answer.  With over 30 support agents in our global Customer Support Services and Community team, we ensure that no issue is left unattended.

 

Untitled60.png

Status:
2016 Lithy Submission

Lithys 2016: Domo - Excellence in Customer Satisfa...

By JaniceK

16_domo_logo_standard.jpegCompany: Domo

Contact: Dani Weinstein (Senior Community Manager)

Community:   Dojo

Lithy category: Excellence in Customer Satisfaction 

 

As the world’s first Business Cloud, Domo brings together all the data, all the people and all the insights business users need to run their entire business to make faster, better-informed decisions to improve performance.

 

Dojo Community

 

Domo’s online customer community, the Dojo, includes more than 1500 members and serves as a platform for customers to collaborate with fellow customers, post and receive answers from Dojo experts, connect with peers, share best practices, offer ideas to improve the Domo product, participate in contests, events, rewards programs and much more.

 

Recently passing its one-year anniversary, the Dojo realized exceptional growth and customer adoption, increasing the number of community posts by over 200% by the 4th quarter of its first year. With consistent growth, Dojo is cultivating a community of Domo super fans.

 

Dojo and Lithium Integration

 

Utilizing the Lithium platform, the Dojo community set out to increase customer participation and engagement including the creation of the Dojo Ideas Exchange.

 

The Ideas Exchange was created as a place for members to contribute thoughts and ideas surrounding the Domo products and services. Members can submit ideas or suggestions, facilitating conversations and allowing their voices to be heard with the goal of improving Domo’s products and services.

 

To date, the Ideas Exchange has generated nearly 500 customer ideas with almost 1 out of 7 ideas being approved and or implemented to date in product. By integrating the Lithium platform, the Dojo was able to develop a robust process using Domo software to pull in the data from the Ideas Exchange and providing a consumable and easy-to-view dashboard for our product management team that includes:

 

  • Real-time status updates for all ideas on the Ideas Exchange
  • What product manager owns the specific idea, pending review and approval
  • Hyperlinks to the Ideas Exchange allowing for updates and comments on specific data

 

Product managers can view ideas by status in a real-time pie chart

 

vdkamcx.png

 

The moment a new idea has been posted and received at least one vote, Domo’s product management team receives an alert to assign that idea to a product manager for review. The goal is to ensure each idea that receives at least one vote, be assigned for review from a product manager. It’s easy for our product managers to see and track all of the ideas they have been assigned.

 

lkdn cmx.png

 

From there, product managers can drill down to see the detailed view with hyperlinks to the exchange where they can manage and update ideas status real time.

 

dn lcx.png

 

Nearly 14 percent of ideas submitted have been approved and executed in the Domo product thus far and a number of other ideas are pending serious consideration. Customers love this exchange because they have a voice in influencing the Domo product road map. Ideas are crowd-sourced and voted on by fellow members.

 

One of our Dojo members submitted an idea for a new card that would track how many Domo licenses they had used up and how many licenses were left open. We were able to create this Participant License Gauge to better track our customers license usage.

 

bvdnjkc.png

 

At our annual user conference that we held in March 2016, we honored one of two Ideation Champions (who delivered more than 70 combined ideas) during our Dojo VIP awards lunch.

 

The winner, Robyn Linden stated, “The Dojo has been an amazing resource for me. I know when I submit a question or idea, my voice is heard by Domo staff members. It’s great to know that my ideas are being reviewed and discussed to have a greater impact on the overall product.”

 

Linden posted a tweet following her win as Ideation Champion.

 

befd.png

 

In the Dojo’s first year as a community, we achieved a 185% percent increase in the combined number of posts made and ideas submitted in comparison with the first quarter that the Dojo went live.

 

b.png

 

Finally, we have seen almost a 600% increase in idea votes received in Q1 2016, compared with Q2 2015, while we witnessed more than a 250% increase in likes received in Dojo during the same time frame. Customers love the Ideas Exchange which has driven community engagement and customer satisfaction!

 

c.png

 


16_domo_logo_standard.jpegCompany: Domo

Contact: Dani Weinstein (Senior Community Manager)

Community:   Dojo

Lithy category: Excellence in Customer Satisfaction 

 

As the world’s first Business Cloud, Domo brings together all the data, all the people and all the insights business users need to run their entire business to make faster, better-informed decisions to improve performance.

 

Dojo Community

 

Domo’s online customer community, the Dojo, includes more than 1500 members and serves as a platform for customers to collaborate with fellow customers, post and receive answers from Dojo experts, connect with peers, share best practices, offer ideas to improve the Domo product, participate in contests, events, rewards programs and much more.

 

Recently passing its one-year anniversary, the Dojo realized exceptional growth and customer adoption, increasing the number of community posts by over 200% by the 4th quarter of its first year. With consistent growth, Dojo is cultivating a community of Domo super fans.

 

Dojo and Lithium Integration

 

Utilizing the Lithium platform, the Dojo community set out to increase customer participation and engagement including the creation of the Dojo Ideas Exchange.

 

The Ideas Exchange was created as a place for members to contribute thoughts and ideas surrounding the Domo products and services. Members can submit ideas or suggestions, facilitating conversations and allowing their voices to be heard with the goal of improving Domo’s products and services.

 

To date, the Ideas Exchange has generated nearly 500 customer ideas with almost 1 out of 7 ideas being approved and or implemented to date in product. By integrating the Lithium platform, the Dojo was able to develop a robust process using Domo software to pull in the data from the Ideas Exchange and providing a consumable and easy-to-view dashboard for our product management team that includes:

 

  • Real-time status updates for all ideas on the Ideas Exchange
  • What product manager owns the specific idea, pending review and approval
  • Hyperlinks to the Ideas Exchange allowing for updates and comments on specific data

 

Product managers can view ideas by status in a real-time pie chart

 

vdkamcx.png

 

The moment a new idea has been posted and received at least one vote, Domo’s product management team receives an alert to assign that idea to a product manager for review. The goal is to ensure each idea that receives at least one vote, be assigned for review from a product manager. It’s easy for our product managers to see and track all of the ideas they have been assigned.

 

lkdn cmx.png

 

From there, product managers can drill down to see the detailed view with hyperlinks to the exchange where they can manage and update ideas status real time.

 

dn lcx.png

 

Nearly 14 percent of ideas submitted have been approved and executed in the Domo product thus far and a number of other ideas are pending serious consideration. Customers love this exchange because they have a voice in influencing the Domo product road map. Ideas are crowd-sourced and voted on by fellow members.

 

One of our Dojo members submitted an idea for a new card that would track how many Domo licenses they had used up and how many licenses were left open. We were able to create this Participant License Gauge to better track our customers license usage.

 

bvdnjkc.png

 

At our annual user conference that we held in March 2016, we honored one of two Ideation Champions (who delivered more than 70 combined ideas) during our Dojo VIP awards lunch.

 

The winner, Robyn Linden stated, “The Dojo has been an amazing resource for me. I know when I submit a question or idea, my voice is heard by Domo staff members. It’s great to know that my ideas are being reviewed and discussed to have a greater impact on the overall product.”

 

Linden posted a tweet following her win as Ideation Champion.

 

befd.png

 

In the Dojo’s first year as a community, we achieved a 185% percent increase in the combined number of posts made and ideas submitted in comparison with the first quarter that the Dojo went live.

 

b.png

 

Finally, we have seen almost a 600% increase in idea votes received in Q1 2016, compared with Q2 2015, while we witnessed more than a 250% increase in likes received in Dojo during the same time frame. Customers love the Ideas Exchange which has driven community engagement and customer satisfaction!

 

c.png

 

Status:
2016 Lithy Submission

Lithys 2016: Vodafone Spain - Community Design of ...

By JaniceK

ybgfv.pngCompany: Vodafone Spain    

Contact: Alejandro Moreno ( Community Manager)

Community:   Foro Vodafone 

Lithy category: Community Design of the Year

 

Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunications companies and provides a range of services including voice, messaging, data and fixed communications. Vodafone has mobile operations in 26 countries, partners with mobile networks in 57 more, and fixed broadband operations in 17 markets. As of 31 December 2015, Vodafone had 461 million mobile customers and 13 million fixed broadband customers.

 

Vodafone Spain has 14.255.000 mobile customers and 2.960.000 fixed broadband customers. All of them get benefit of the experience and capacity of a world leader that helps its customers to be better connected. For more info: please visit: www.vodafone.es

 

Our community goals

 

We wanted to increase visits to the community, the number of users. To achive them, we redesigned our community homepage and added a new version accessible via Smartphone and tablets. We have also boosted our Vodafone Heroes User Programme and enhanced content created in the Community. 

 

The design elements that make our community unique

 

We have created a very visual and usable community where you can browse all categories at a glance to directly choose where to post. Also we have included direct links to the most important sections Vodafone’s website like mobile coverage and Management tips for our Vodafone Private Area from web and App.

 

Community design:

 

Vodafone Espana community screenshot.jpg

 

Mobile design:

 

Vodafone Espana mobile.jpg

 

How we executed our community design

 

We used Clicks heatmaps to detect the hotspots and help us to do a better design tracking most popular links and sessions. We wanted to make it more useful and organized through a very simply and insightful menu of categories and attractive banners.

 

Our metrics

 

  Our achievements during 2015 were:  

  • Nealy 15K new registered users.
  • Over 386 content posts generated by Community Manager to engage users.
  • Almost 4.8 million visits during 2015 and over 100K total posts within the Community.
  • 15% increase on NPS and over 90% resolution rate on our Employees contacts.  

 

Visits

Vodafone Espana chart 1.jpg

 

 

 

 

 

 

 

 

Completed Registrations

Vodafone Espana chart 2.jpg

 

 

 

 

 

 

 

 

Member Time

Vodafone Espana chart 3.jpg

 

 

 

 

 

 

 

 

CHI

Vodafone Espana chart 4.jpg

    

 


ybgfv.pngCompany: Vodafone Spain    

Contact: Alejandro Moreno ( Community Manager)

Community:   Foro Vodafone 

Lithy category: Community Design of the Year

 

Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunications companies and provides a range of services including voice, messaging, data and fixed communications. Vodafone has mobile operations in 26 countries, partners with mobile networks in 57 more, and fixed broadband operations in 17 markets. As of 31 December 2015, Vodafone had 461 million mobile customers and 13 million fixed broadband customers.

 

Vodafone Spain has 14.255.000 mobile customers and 2.960.000 fixed broadband customers. All of them get benefit of the experience and capacity of a world leader that helps its customers to be better connected. For more info: please visit: www.vodafone.es

 

Our community goals

 

We wanted to increase visits to the community, the number of users. To achive them, we redesigned our community homepage and added a new version accessible via Smartphone and tablets. We have also boosted our Vodafone Heroes User Programme and enhanced content created in the Community. 

 

The design elements that make our community unique

 

We have created a very visual and usable community where you can browse all categories at a glance to directly choose where to post. Also we have included direct links to the most important sections Vodafone’s website like mobile coverage and Management tips for our Vodafone Private Area from web and App.

 

Community design:

 

Vodafone Espana community screenshot.jpg

 

Mobile design:

 

Vodafone Espana mobile.jpg

 

How we executed our community design

 

We used Clicks heatmaps to detect the hotspots and help us to do a better design tracking most popular links and sessions. We wanted to make it more useful and organized through a very simply and insightful menu of categories and attractive banners.

 

Our metrics

 

  Our achievements during 2015 were:  

  • Nealy 15K new registered users.
  • Over 386 content posts generated by Community Manager to engage users.
  • Almost 4.8 million visits during 2015 and over 100K total posts within the Community.
  • 15% increase on NPS and over 90% resolution rate on our Employees contacts.  

 

Visits

Vodafone Espana chart 1.jpg

 

 

 

 

 

 

 

 

Completed Registrations

Vodafone Espana chart 2.jpg

 

 

 

 

 

 

 

 

Member Time

Vodafone Espana chart 3.jpg

 

 

 

 

 

 

 

 

CHI

Vodafone Espana chart 4.jpg

    

 

Status:
2016 Lithy Submission

Lithys 2016: Vodafone Spain - Support Savings MVP

By JaniceK

ybgfv.pngCompany: Vodafone Spain    

Contact: Alejandro Moreno ( Community Manager)

Community:   Foro Vodafone 

Lithy category: Support Savings MVP

 

Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunications companies and provides a range of services including voice, messaging, data and fixed communications. Vodafone has mobile operations in 26 countries, partners with mobile networks in 57 more, and fixed broadband operations in 17 markets. As of 31 December 2015, Vodafone had 461 million mobile customers and 13 million fixed broadband customers.

 

Vodafone Spain has 14.255.000 mobile customers and 2.960.000 fixed broadband customers. All of them get benefit of the experience and capacity of a world leader that helps its customers to be better connected. For more info: please visit: www.vodafone.es

 

How we are implementing Community our customer care business goals

 

Our target are:

  • Increase total number of registered users.
  • Increase Community Content counting number of created posts
  • Increase community participation
  • Acquire new “super-users” that help us as community mods.
  • Increase NPS and Employees Resolution Rate. 

 

Changes we implemented because of cost reductions based on Lithium Community

 

The changes we have made:  

  • New community home: it’s more visual and accessible. We have used click map to detect the hotspots.
  • Launch new mobile version enabling users easier access to the community for smartphones and tablets.
  • New badges for super-users integrated on console.
  • We create content based on Key trends such as movies, series and video games to increase user participation and gain awareness to promote eForum Channel.
  • Our employees are continuously improving their answers and performance to encourage further volume of customers using eForum as the contact mechanism prior to Call Center contacts.

 

Our results

 

€3.7 M potentially saved on incoming Customer Call Center Calls. 

 

large.png


ybgfv.pngCompany: Vodafone Spain    

Contact: Alejandro Moreno ( Community Manager)

Community:   Foro Vodafone 

Lithy category: Support Savings MVP

 

Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunications companies and provides a range of services including voice, messaging, data and fixed communications. Vodafone has mobile operations in 26 countries, partners with mobile networks in 57 more, and fixed broadband operations in 17 markets. As of 31 December 2015, Vodafone had 461 million mobile customers and 13 million fixed broadband customers.

 

Vodafone Spain has 14.255.000 mobile customers and 2.960.000 fixed broadband customers. All of them get benefit of the experience and capacity of a world leader that helps its customers to be better connected. For more info: please visit: www.vodafone.es

 

How we are implementing Community our customer care business goals

 

Our target are:

  • Increase total number of registered users.
  • Increase Community Content counting number of created posts
  • Increase community participation
  • Acquire new “super-users” that help us as community mods.
  • Increase NPS and Employees Resolution Rate. 

 

Changes we implemented because of cost reductions based on Lithium Community

 

The changes we have made:  

  • New community home: it’s more visual and accessible. We have used click map to detect the hotspots.
  • Launch new mobile version enabling users easier access to the community for smartphones and tablets.
  • New badges for super-users integrated on console.
  • We create content based on Key trends such as movies, series and video games to increase user participation and gain awareness to promote eForum Channel.
  • Our employees are continuously improving their answers and performance to encourage further volume of customers using eForum as the contact mechanism prior to Call Center contacts.

 

Our results

 

€3.7 M potentially saved on incoming Customer Call Center Calls. 

 

large.png

Status:
2016 Lithy Submission

Lithys 2016: Vodafone Spain - Social ROI Titan

By JaniceK

ybgfv.pngCompany: Vodafone Spain    

Contact: Alejandro Moreno ( Community Manager)

Community: Foro Vodafone 

Lithy category:  Social ROI Titan

 

Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunications companies and provides a range of services including voice, messaging, data and fixed communications. Vodafone has mobile operations in 26 countries, partners with mobile networks in 57 more, and fixed broadband operations in 17 markets. As of 31 December 2015, Vodafone had 461 million mobile customers and 13 million fixed broadband customers.

 

Vodafone Spain has 14.255.000 mobile customers and 2.960.000 fixed broadband customers. All of them get benefit of the experience and capacity of a world leader that helps its customers to be better connected. For more info: please visit: www.vodafone.es

 

Our 2015 goals for our  Lithium-powered community 

 

Our target are:

  • Increase total number of registered users.
  • Increase Community Content counting number of created posts
  • Increase community participation
  • Acquire new “super-users” that help us as community mods.
  • Increase NPS and Employees Resolution Rate.
  • A quality customer care
  • Redirect our customers to the online customer care    

 

Our focus areas and tactics to meet our goals

 

The changes we have made:  

  • New community home: it’s more visual and accessible. We have used click map to detect the hotspots.
  • Launch new mobile version enabling users easier access to the community for smartphones and tablets.
  • New badges for super-users integrated on console.
  • We create content based on Key trends such as movies, series and video games to increase user participation and gain awareness to promote eForum Channel.
  • Our employees are continuously improving their answers and performance to encourage further volume of customers using eForum as the contact mechanism prior to Call Center contacts. 

 

Our results

 

Our achievements during 2015 were:  

  • Nearly 15K new registered users.
  • Over 386 content posts generated by Community Manager to engage users.
  • Almost 4.8 million visits during 2015 and over 100K total posts within the Community.
  • 15% increase on NPS and over 90% resolution rate on our Employees contacts.  

 

a.png


ybgfv.pngCompany: Vodafone Spain    

Contact: Alejandro Moreno ( Community Manager)

Community: Foro Vodafone 

Lithy category:  Social ROI Titan

 

Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunications companies and provides a range of services including voice, messaging, data and fixed communications. Vodafone has mobile operations in 26 countries, partners with mobile networks in 57 more, and fixed broadband operations in 17 markets. As of 31 December 2015, Vodafone had 461 million mobile customers and 13 million fixed broadband customers.

 

Vodafone Spain has 14.255.000 mobile customers and 2.960.000 fixed broadband customers. All of them get benefit of the experience and capacity of a world leader that helps its customers to be better connected. For more info: please visit: www.vodafone.es

 

Our 2015 goals for our  Lithium-powered community 

 

Our target are:

  • Increase total number of registered users.
  • Increase Community Content counting number of created posts
  • Increase community participation
  • Acquire new “super-users” that help us as community mods.
  • Increase NPS and Employees Resolution Rate.
  • A quality customer care
  • Redirect our customers to the online customer care    

 

Our focus areas and tactics to meet our goals

 

The changes we have made:  

  • New community home: it’s more visual and accessible. We have used click map to detect the hotspots.
  • Launch new mobile version enabling users easier access to the community for smartphones and tablets.
  • New badges for super-users integrated on console.
  • We create content based on Key trends such as movies, series and video games to increase user participation and gain awareness to promote eForum Channel.
  • Our employees are continuously improving their answers and performance to encourage further volume of customers using eForum as the contact mechanism prior to Call Center contacts. 

 

Our results

 

Our achievements during 2015 were:  

  • Nearly 15K new registered users.
  • Over 386 content posts generated by Community Manager to engage users.
  • Almost 4.8 million visits during 2015 and over 100K total posts within the Community.
  • 15% increase on NPS and over 90% resolution rate on our Employees contacts.  

 

a.png

Status:
2016 Lithy Submission

Lithys 2016: Vodafone Spain - Marketing Champion

By JaniceK

ybgfv.pngCompany: Vodafone Spain    

Contact: Alejandro Moreno ( Community Manager)

Community:   Foro Vodafone 

Lithy category: Marketing Champion

 

Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunications companies and provides a range of services including voice, messaging, data and fixed communications. Vodafone has mobile operations in 26 countries, partners with mobile networks in 57 more, and fixed broadband operations in 17 markets. As of 31 December 2015, Vodafone had 461 million mobile customers and 13 million fixed broadband customers.

 

Vodafone Spain has 14.255.000 mobile customers and 2.960.000 fixed broadband customers. All of them get benefit of the experience and capacity of a world leader that helps its customers to be better connected. For more info: please visit: www.vodafone.es

 

Our unique promotion and goal

 

Vodafone Spain launched their Vodafone Heroes Programme in 2013 for super-users to help other customers in their enquiries. There are currenly 24 active super-users in the Programme contributing to help other customers. However, the total number of nominated Heroes throughout those 3 years surpass the 100.

 

Our  strategy and tactics for  community 

 

These super-users participate in a contest, fighting to unlock new badges while earning rewards points. There are 4 main categories that help us to achieve our goals and SLA: Speed, Wisdom, Aim and Creativity. We have implemented new badges on their profiles and created a catalogue of rewards as well as small benefits and ad-hoc contests.

 

Our results

 

Super-users activity in 2015:

    • Over 3,500 customer served.
    • 1700 posts managed directly via Vodafones Heroes.
    • Over 1600 attributed Kudos and 500 accepted Solutions.

 

 

Untitled53.pngUntitled52.pngUntitled54.pngUntitled55.png


ybgfv.pngCompany: Vodafone Spain    

Contact: Alejandro Moreno ( Community Manager)

Community:   Foro Vodafone 

Lithy category: Marketing Champion

 

Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunications companies and provides a range of services including voice, messaging, data and fixed communications. Vodafone has mobile operations in 26 countries, partners with mobile networks in 57 more, and fixed broadband operations in 17 markets. As of 31 December 2015, Vodafone had 461 million mobile customers and 13 million fixed broadband customers.

 

Vodafone Spain has 14.255.000 mobile customers and 2.960.000 fixed broadband customers. All of them get benefit of the experience and capacity of a world leader that helps its customers to be better connected. For more info: please visit: www.vodafone.es

 

Our unique promotion and goal

 

Vodafone Spain launched their Vodafone Heroes Programme in 2013 for super-users to help other customers in their enquiries. There are currenly 24 active super-users in the Programme contributing to help other customers. However, the total number of nominated Heroes throughout those 3 years surpass the 100.

 

Our  strategy and tactics for  community 

 

These super-users participate in a contest, fighting to unlock new badges while earning rewards points. There are 4 main categories that help us to achieve our goals and SLA: Speed, Wisdom, Aim and Creativity. We have implemented new badges on their profiles and created a catalogue of rewards as well as small benefits and ad-hoc contests.

 

Our results

 

Super-users activity in 2015:

    • Over 3,500 customer served.
    • 1700 posts managed directly via Vodafones Heroes.
    • Over 1600 attributed Kudos and 500 accepted Solutions.

 

 

Untitled53.pngUntitled52.pngUntitled54.pngUntitled55.png

Status:
2016 Lithy Submission

Lithys 2016: Electronic Arts - Community Design of...

By JaniceK

small.pngCompany: Electronic Arts

Contact: Dana Baldwin, Community Program Manager

Community:  Answers HQ 

Lithy category: Community Design of the Year

 

The Worldwide Customer Experience (WWCE) organization provides support to customers across all the games that Electronic Arts (EA) publishes. The Social and Community team manages the Answers HQ Community and engages with players on social media channels. To provide the best customer experience, there for our players where they need us, when they need us. Social media and online communities are an integral part of our customer experience strategy and an important way that we support and engage with our players.

 

The AHQ online community is significant, with over 10.8M registered users and more than 277k new topics over the past year across five languages. In LSW, we monitor 75 social media channels with over 11.2M posts in the past year. Having an integrated approach to total community provides our team with a consistent experience that can be measured in LSI.

 

Community Goals

            Answers HQ (AHQ) provides support to our customers with both player-to-player and official EA answers to game information, game play, and technical questions. AHQ support stretches across five languages and over 150 titles. With the AHQ Redesign launch in 2015, our team set five major project goals:

  • Improve global navigation, site search placement, and site structure to connect our customers with the information they need quickly and efficiently.
  • Introduce site theming for game-specific branding all the way down to the post level.
  • Establish a look and feel for site assets that fit within the overall EA brand.
  • Integrate iconography, rank icons, badges, and avatars that reinforce customer status and brand identification.
  • Expand a limited responsive feature set into a fully responsive site.

 

AHQ Site Elements

 

EA Brand Identity

 

Answers HQ was the first full EA site to launch within the new EA corporate brand identity. By utilizing our established, EA pattern library and game-themed visual assets, AHQ is now part of a more cohesive experience for players arriving to the site from in-game support links, EA Help and other EA franchise sites.

           

Navigation and Search

Answers HQ grew from a single language Beta site into supporting five languages over a period of three years without any major design upgrades. There were several side effects of adding features on one at a time such as, an absence of language selection options, poor site navigation options, and a search box relegated to the header of the page.

 

sc.png

     AHQ Home Page before site update – September 2015

 

With the site update, we created a global header that incorporates site navigation, language navigation, site login, account links, and search into every page of the site.  

 

trgfvc.png

 

AHQ Home Page after update – Current

 

rge4.png

 

Content Blocks and Promotional Spaces

On average, 95% of Answers HQ visitors come from search engines and referrals from non-EA sites. AHQ posts often outrank our own help articles in search results. Because of this, many AHQ users are unaware of help articles and paths to contact EA Advisors for issues that the community cannot solve. The updated AHQ site design utilizes the headers of all home category and board pages, and the right side of all site pages, to link our players to popular EA Help articles, top posts on AHQ, and the path to contact us. Our Content Services team works closely with our Community team to keep the content updated and relevant to current issues for each game and language.

 

453.png

Game-specific content placement

 

52.png

Game-specific help and promotional content blocks

 

34w.png

Issue-based and promotional content blocks

 

Game theming

            Before updating the site, AHQ had a single, fixed background for all pages. Adding a leaderboard to a page, changing the boards on the home page, and any updates outside of site-driven content and announcements required a developer to update site code and deploy changes during a maintenance window. We set out to increase the flexibility of page layouts and introduce game-specific imagery across all pages with the site redesign. Game backgrounds provide additional context for players that arrive on AHQ pages via search and help our game teams preserve their brand identity.

 

4543.png

Franchise and game-level site imagery

 

Iconography and Bounty System

            The AHQ site update introduced a new icon set for all posts. The icon set helps players navigate across types of posts, hot issues, and solved posts. We introduced an “EA Official” solution icon that alerts customers of solutions written by or approved by EA Community Managers. We also introduced a point value, or bounty, for unanswered posts based on the number of replies, me too count, XP (kudos) total, and age of the post. Players who provide an accepted solution to the post receive additional XP for the total bounty amount.

 

fws.pngomfd.png

Post icons and icon legend

 

Execution

 

            Every step of the AHQ Redesign involved both EA stakeholders and our community super users. We wanted to make sure we were designing and executing the project with both EA and player needs in mind. As we gathered internal requirements needed to support our business, we utilized ideas submitted via AHQ and surveys to prioritize features and design elements that the community wanted. Throughout the design phase of the project, we held review sessions with our team and our super users to refine the site mock ups and images. Prior to scheduling our launch, we granted super users full access to our staging environment. This allowed them to test out the new designs alongside our internal testing teams.  

 

            In September, we rolled out the final site design in one large deploy. This allowed for site updates and configuration before our extremely busy fall and holiday launch schedule. In the immediate weeks following launch, we merged two large communities from other EA forum sites into AHQ.

           

Results

 

            In addition to bringing in two additional EA communities to our AHQ structure, the AHQ Redesign resulted in improvements year after year in multiple areas:

  • On-site searches increased 51%
  • XP (kudos) per post increased from .1 to 2.9
  • XP per topic increased from .5 to 9.2
  • Replies per topic increased 10%
  • Players have earned over 7 million badges for community activity

 

grbfdv.png

Game-themed badges

mlk.png

Rank-based badges

gbfdvcx.png

Achievement-based badges


small.pngCompany: Electronic Arts

Contact: Dana Baldwin, Community Program Manager

Community:  Answers HQ 

Lithy category: Community Design of the Year

 

The Worldwide Customer Experience (WWCE) organization provides support to customers across all the games that Electronic Arts (EA) publishes. The Social and Community team manages the Answers HQ Community and engages with players on social media channels. To provide the best customer experience, there for our players where they need us, when they need us. Social media and online communities are an integral part of our customer experience strategy and an important way that we support and engage with our players.

 

The AHQ online community is significant, with over 10.8M registered users and more than 277k new topics over the past year across five languages. In LSW, we monitor 75 social media channels with over 11.2M posts in the past year. Having an integrated approach to total community provides our team with a consistent experience that can be measured in LSI.

 

Community Goals

            Answers HQ (AHQ) provides support to our customers with both player-to-player and official EA answers to game information, game play, and technical questions. AHQ support stretches across five languages and over 150 titles. With the AHQ Redesign launch in 2015, our team set five major project goals:

  • Improve global navigation, site search placement, and site structure to connect our customers with the information they need quickly and efficiently.
  • Introduce site theming for game-specific branding all the way down to the post level.
  • Establish a look and feel for site assets that fit within the overall EA brand.
  • Integrate iconography, rank icons, badges, and avatars that reinforce customer status and brand identification.
  • Expand a limited responsive feature set into a fully responsive site.

 

AHQ Site Elements

 

EA Brand Identity

 

Answers HQ was the first full EA site to launch within the new EA corporate brand identity. By utilizing our established, EA pattern library and game-themed visual assets, AHQ is now part of a more cohesive experience for players arriving to the site from in-game support links, EA Help and other EA franchise sites.

           

Navigation and Search

Answers HQ grew from a single language Beta site into supporting five languages over a period of three years without any major design upgrades. There were several side effects of adding features on one at a time such as, an absence of language selection options, poor site navigation options, and a search box relegated to the header of the page.

 

sc.png

     AHQ Home Page before site update – September 2015

 

With the site update, we created a global header that incorporates site navigation, language navigation, site login, account links, and search into every page of the site.  

 

trgfvc.png

 

AHQ Home Page after update – Current

 

rge4.png

 

Content Blocks and Promotional Spaces

On average, 95% of Answers HQ visitors come from search engines and referrals from non-EA sites. AHQ posts often outrank our own help articles in search results. Because of this, many AHQ users are unaware of help articles and paths to contact EA Advisors for issues that the community cannot solve. The updated AHQ site design utilizes the headers of all home category and board pages, and the right side of all site pages, to link our players to popular EA Help articles, top posts on AHQ, and the path to contact us. Our Content Services team works closely with our Community team to keep the content updated and relevant to current issues for each game and language.

 

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Game-specific content placement

 

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Game-specific help and promotional content blocks

 

34w.png

Issue-based and promotional content blocks

 

Game theming

            Before updating the site, AHQ had a single, fixed background for all pages. Adding a leaderboard to a page, changing the boards on the home page, and any updates outside of site-driven content and announcements required a developer to update site code and deploy changes during a maintenance window. We set out to increase the flexibility of page layouts and introduce game-specific imagery across all pages with the site redesign. Game backgrounds provide additional context for players that arrive on AHQ pages via search and help our game teams preserve their brand identity.

 

4543.png

Franchise and game-level site imagery

 

Iconography and Bounty System

            The AHQ site update introduced a new icon set for all posts. The icon set helps players navigate across types of posts, hot issues, and solved posts. We introduced an “EA Official” solution icon that alerts customers of solutions written by or approved by EA Community Managers. We also introduced a point value, or bounty, for unanswered posts based on the number of replies, me too count, XP (kudos) total, and age of the post. Players who provide an accepted solution to the post receive additional XP for the total bounty amount.

 

fws.pngomfd.png

Post icons and icon legend

 

Execution

 

            Every step of the AHQ Redesign involved both EA stakeholders and our community super users. We wanted to make sure we were designing and executing the project with both EA and player needs in mind. As we gathered internal requirements needed to support our business, we utilized ideas submitted via AHQ and surveys to prioritize features and design elements that the community wanted. Throughout the design phase of the project, we held review sessions with our team and our super users to refine the site mock ups and images. Prior to scheduling our launch, we granted super users full access to our staging environment. This allowed them to test out the new designs alongside our internal testing teams.  

 

            In September, we rolled out the final site design in one large deploy. This allowed for site updates and configuration before our extremely busy fall and holiday launch schedule. In the immediate weeks following launch, we merged two large communities from other EA forum sites into AHQ.

           

Results

 

            In addition to bringing in two additional EA communities to our AHQ structure, the AHQ Redesign resulted in improvements year after year in multiple areas:

  • On-site searches increased 51%
  • XP (kudos) per post increased from .1 to 2.9
  • XP per topic increased from .5 to 9.2
  • Replies per topic increased 10%
  • Players have earned over 7 million badges for community activity

 

grbfdv.png

Game-themed badges

mlk.png

Rank-based badges

gbfdvcx.png

Achievement-based badges

Status:
2016 Lithy Submission

Lithys 2016: Alteryx - Marketing Champion

By JaniceK

Lithys 2016: Alteryx - Marketing Champion

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK Wednesday - last edited Wednesday

 alteryx-logo-blue.jpegCompany:  Alteryx 

Entry submitted by: Julie Hamel (Senior Community Manager)

Community: Alteryx Community

Lithy Category:  Marketing Champion

 

Alteryx is the leader in self-service data analytics. Alteryx Analytics provides analysts with the unique ability to easily prep, blend and analyze all of their data using a repeatable workflow, then deploy and share analytics at scale for deeper insights in hours, not weeks.

 

Our unique promotion 

 

When we began conceptualizing the future of community at Alteryx in early 2015, we made bold investments to begin a transformation of the way that our customers and employees connect with each other, discover new solutions to complex analytical challenges, and contribute fresh ideas to the broad industry discussion. If we were going to successfully launch our new community and scale alongside our rapidly-growing business, creating an equally-bold awareness and adoption campaign was critical.

 

The Alteryx Community team dedicated significant resources in a short timeframe to design an aesthetic that translates well across the boundaries of digital and physical promotional efforts. The team did a fantastic job of creating a natural feel to long-time users of our products and appealing to the forthcoming generation of business analysts. This led to three major themes that define the core our campaigns:

- Be part of something bigger than yourself
- Take pride in sharing your knowledge
- Keep exploring

Below are examples of how we’ve applied that strategy to execute tactically in a number of areas. The resulting lifts in awareness, engagement, and satisfaction around community have been amazing.

 

 Our strategy and tactics

 

  • Video - To introduce the Alteryx Community and pique interest around launch, the team employed little Dot with the blue hair in a fun and light welcome video, which later made 2015’s Top Videos from Video Brewery. It was an instant hit with Alteryx Associates, who previewed the video at a pre-launch Community 101 All-Hands meeting. Externally, the video was shared via social channels a few days prior to the launch to tease our followers and promote our launch date.

 

 

  • Swag – People love free stuff.

    To raise awareness internally, all employees were provided with community superhero mugs and notebooks, where they were encouraged to help spread the words with our partners and customers. We continue to hand these out during the new hire boot camp alongside a Community 101 session to help employees get familiarized with the community and their roles in it. We occasionally send these out to customers to thank them for their participation as well.

 

Swag.jpeg

 

  • Gamification – We’ve made great use of Gamification through an extensive collection of badges used to welcome members on their first visit, introduce them to new features, and to recognize their affiliations & status within the global community. Community Members who were migrated from the original community received the community founders badge at launch, which triggered email notifications to let them know the new community was live and thank them for their support. The competition to collect them all is fierce!

AlteryxCommunity_Badges.gif

 

  • Contests - To help generate user content and create a fun & positive atmosphere we launched the 10 Things I love About Alteryx contest where we encouraged users to share reasons they enjoy the product and share tips with other community members. The 10 best quotes were gathered to create the first ever Alteryx Community t-shirt and the winner took away a GoPro!

shirt_front.pngshirt_back.png

 

  • Hangouts - Our community launch coincided with the release of version 10.0 of Alteryx Designer, so we hosted a live event using Google Hangouts allowing the community to get up close and personal with Product Management, executives, and our Alteryx ACEs (our superusers who beta’d the product) to hear about new features.  Hangouts have become a regular part of our repertoire. Our customers love tuning in to hear the latest and interact directly with Alteryx staff and each other!

 

 

Our results

 

After our re-launch in September 2015, post count increased by 2000%, going from an average of 30 posts a month to 1,000+! The community received 10,000+ unique visitors who generated nearly 100,000 pageviews. Active members increased by 2,300%. Metrics continued to trend up in October, with traffic peaking on the day of our first live event as 4,000+ unique visitors stopped by the community.

Since then, we have hosted live Alteryx | Hangouts on a monthly basis, which have provided a great way for us to preview what we are working on, share tips & tricks, and connect with our members to recognize them for their efforts.

 

All of our efforts have had a major impact internally as well. Employees have embraced the community to support customers and collaborate internally. Having hundreds of champions to support our cause is a big key to our success. Employees make up only 1.5% of our visitors, but generate nearly 44% of posts and 38% of solutions (much of that in the internal employee-only area of the site).

The community as a whole has generated 14,000+ posts and 1,000+ solutions in just 6 short months. Its passion and rapid growth continue to amaze us.


 alteryx-logo-blue.jpegCompany:  Alteryx 

Entry submitted by: Julie Hamel (Senior Community Manager)

Community: Alteryx Community

Lithy Category:  Marketing Champion

 

Alteryx is the leader in self-service data analytics. Alteryx Analytics provides analysts with the unique ability to easily prep, blend and analyze all of their data using a repeatable workflow, then deploy and share analytics at scale for deeper insights in hours, not weeks.

 

Our unique promotion 

 

When we began conceptualizing the future of community at Alteryx in early 2015, we made bold investments to begin a transformation of the way that our customers and employees connect with each other, discover new solutions to complex analytical challenges, and contribute fresh ideas to the broad industry discussion. If we were going to successfully launch our new community and scale alongside our rapidly-growing business, creating an equally-bold awareness and adoption campaign was critical.

 

The Alteryx Community team dedicated significant resources in a short timeframe to design an aesthetic that translates well across the boundaries of digital and physical promotional efforts. The team did a fantastic job of creating a natural feel to long-time users of our products and appealing to the forthcoming generation of business analysts. This led to three major themes that define the core our campaigns:

- Be part of something bigger than yourself
- Take pride in sharing your knowledge
- Keep exploring

Below are examples of how we’ve applied that strategy to execute tactically in a number of areas. The resulting lifts in awareness, engagement, and satisfaction around community have been amazing.

 

 Our strategy and tactics

 

  • Video - To introduce the Alteryx Community and pique interest around launch, the team employed little Dot with the blue hair in a fun and light welcome video, which later made 2015’s Top Videos from Video Brewery. It was an instant hit with Alteryx Associates, who previewed the video at a pre-launch Community 101 All-Hands meeting. Externally, the video was shared via social channels a few days prior to the launch to tease our followers and promote our launch date.

 

 

  • Swag – People love free stuff.

    To raise awareness internally, all employees were provided with community superhero mugs and notebooks, where they were encouraged to help spread the words with our partners and customers. We continue to hand these out during the new hire boot camp alongside a Community 101 session to help employees get familiarized with the community and their roles in it. We occasionally send these out to customers to thank them for their participation as well.

 

Swag.jpeg

 

  • Gamification – We’ve made great use of Gamification through an extensive collection of badges used to welcome members on their first visit, introduce them to new features, and to recognize their affiliations & status within the global community. Community Members who were migrated from the original community received the community founders badge at launch, which triggered email notifications to let them know the new community was live and thank them for their support. The competition to collect them all is fierce!

AlteryxCommunity_Badges.gif

 

  • Contests - To help generate user content and create a fun & positive atmosphere we launched the 10 Things I love About Alteryx contest where we encouraged users to share reasons they enjoy the product and share tips with other community members. The 10 best quotes were gathered to create the first ever Alteryx Community t-shirt and the winner took away a GoPro!

shirt_front.pngshirt_back.png

 

  • Hangouts - Our community launch coincided with the release of version 10.0 of Alteryx Designer, so we hosted a live event using Google Hangouts allowing the community to get up close and personal with Product Management, executives, and our Alteryx ACEs (our superusers who beta’d the product) to hear about new features.  Hangouts have become a regular part of our repertoire. Our customers love tuning in to hear the latest and interact directly with Alteryx staff and each other!

 

 

Our results

 

After our re-launch in September 2015, post count increased by 2000%, going from an average of 30 posts a month to 1,000+! The community received 10,000+ unique visitors who generated nearly 100,000 pageviews. Active members increased by 2,300%. Metrics continued to trend up in October, with traffic peaking on the day of our first live event as 4,000+ unique visitors stopped by the community.

Since then, we have hosted live Alteryx | Hangouts on a monthly basis, which have provided a great way for us to preview what we are working on, share tips & tricks, and connect with our members to recognize them for their efforts.

 

All of our efforts have had a major impact internally as well. Employees have embraced the community to support customers and collaborate internally. Having hundreds of champions to support our cause is a big key to our success. Employees make up only 1.5% of our visitors, but generate nearly 44% of posts and 38% of solutions (much of that in the internal employee-only area of the site).

The community as a whole has generated 14,000+ posts and 1,000+ solutions in just 6 short months. Its passion and rapid growth continue to amaze us.

Status:
2016 Lithy Submission

Lithys 2016: Leroy Merlin Espańa - Total Community...

By JaniceK

Untitled50.pngCompany: Leroy Merlin Espańa

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

Community: Comunidad Leroy Merlin

Lithy Category:  Total Community All Star

 

Leroy Merlin is the home improvement leader with +60 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.

 

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 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.

 

Beyond our objectives with Total Community, you will find the promotion and support between clients encouraging self-learning DIY, decoration, etc. These existing activities provide the best user experience for our customers but also a relief in the workload of our employees in the brick and mortar stores. 

 

On the other hand, we obtained an increase in sales both indirectly in stores through workshops, tips/ideas shown in Bricopedia (Wikitips), and the Project Gallery. In addition, people can directly purchase in the online store by gathering all the materials required directly from the shared project in the community.

 

Finally, we achieve a greater commitment from our employees. They are getting to know the customers and their needs and discovering customers with a very high commitment when responding to complex questions, technical issues, or questions requiring advanced knowledge. 

 

Benefits of a Total Community

A Lithium community and LSW are very important to our social strategy of providing customers. LSW enables seamless engagement with our customers, allowing us to respond to their support requests on Facebook, Twitter, Instragram and our community that help us as source of relevant content creating sinergies between our social channels.

In the community you can buy some projects in one click. 

The UGC is integrated in Newsletters, brochures and guides welcome you to interact, visiting the webpage, participating in workshops or sharing your passion about homes in the community. Too, the best projects become the protagonist in the most popular TV program in the country. 

 

Social networks and Community build the "Social Ecosystem Leroy Merlin" with more that 3MM followers:

  • + 720.000 Followers in Facebook
  • +65.000 Followers in twitter
  • +63.000 suscriptors in youtube
  • +12.000 followers in pinterest and instagram.
  • +2MM users uniques in the Community
    • 32% Blogs
    • 21% Forum
    • 27% Projects (Ideas)
    • 18% Bricopedias (TKB)

 

Untitled51.png

 

To measure the success of the Community, Leroy Merlin focused on 3 main KPIs

  1. +2MM 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. +23.000  Number of content generated: Whenever members of the Community generate content for free, the company saves the cost of producing marketing/corporate materials
  3. +20.000Number of visits to the store: Every time the Community drives a customer to visit the online store a sales opportunity is generated

 

leroy merin.jpg

 

You cant see it, but you can perceive that it is a company that listens its clients, that tries to help them and that wants to improve every day.

 

 


Untitled50.pngCompany: Leroy Merlin Espańa

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

Community: Comunidad Leroy Merlin

Lithy Category:  Total Community All Star

 

Leroy Merlin is the home improvement leader with +60 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.

 

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 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.

 

Beyond our objectives with Total Community, you will find the promotion and support between clients encouraging self-learning DIY, decoration, etc. These existing activities provide the best user experience for our customers but also a relief in the workload of our employees in the brick and mortar stores. 

 

On the other hand, we obtained an increase in sales both indirectly in stores through workshops, tips/ideas shown in Bricopedia (Wikitips), and the Project Gallery. In addition, people can directly purchase in the online store by gathering all the materials required directly from the shared project in the community.

 

Finally, we achieve a greater commitment from our employees. They are getting to know the customers and their needs and discovering customers with a very high commitment when responding to complex questions, technical issues, or questions requiring advanced knowledge. 

 

Benefits of a Total Community

A Lithium community and LSW are very important to our social strategy of providing customers. LSW enables seamless engagement with our customers, allowing us to respond to their support requests on Facebook, Twitter, Instragram and our community that help us as source of relevant content creating sinergies between our social channels.

In the community you can buy some projects in one click. 

The UGC is integrated in Newsletters, brochures and guides welcome you to interact, visiting the webpage, participating in workshops or sharing your passion about homes in the community. Too, the best projects become the protagonist in the most popular TV program in the country. 

 

Social networks and Community build the "Social Ecosystem Leroy Merlin" with more that 3MM followers:

  • + 720.000 Followers in Facebook
  • +65.000 Followers in twitter
  • +63.000 suscriptors in youtube
  • +12.000 followers in pinterest and instagram.
  • +2MM users uniques in the Community
    • 32% Blogs
    • 21% Forum
    • 27% Projects (Ideas)
    • 18% Bricopedias (TKB)

 

Untitled51.png

 

To measure the success of the Community, Leroy Merlin focused on 3 main KPIs

  1. +2MM 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. +23.000  Number of content generated: Whenever members of the Community generate content for free, the company saves the cost of producing marketing/corporate materials
  3. +20.000Number of visits to the store: Every time the Community drives a customer to visit the online store a sales opportunity is generated

 

leroy merin.jpg

 

You cant see it, but you can perceive that it is a company that listens its clients, that tries to help them and that wants to improve every day.

 

 

Status:
2016 Lithy Submission

Lithys 2016: Telkom - Community Design of the Year

By JaniceK

Untitled43.pngCompany: Telkom SA Ltd

Entry submitted by: Adam Wesson (Operational Manager)

Community: Telkom Community

Lithy Category: Community Design of the Year

 

Telkom SA Ltd was founded on 1 October 1991 and today is Africa’s largest provider of fixed telephone services, operating in the Fixed and Mobile voice and data space. It is our vision to lead in the converged ICT market through deep and credible relationships and a distinctive customer experience.

 

Our community goals

 

The Telkom Community isn't just a place where customers can help themselves, it's a very real manifestation and important part of our business turnaround strategy from a reactive, closed-off organization to a customer-first, proactive company. The Telkom Community has been a critical component of our brand strategy, which aims to win hearts and minds and drive customer trial.

Our Community's ultimate goal is to connect with users who have a service challenge, and to provide a place where other Telkom customers can quickly and efficiently resolve their issues. The Community has solved thousands of users' problems, reducing the load on our call centre, improving our digital NPS, making us more operationally efficient, and making us as a company more responsive to our users' service needs. The Telkom Community is making a meaningful, measurable contribution to changing perceptions of Telkom for the better.
     

The design elements that make our community unique and stand out from the rest

 

The Telkom Community makes use of a fresh, funky design developed from the primary Telkom CI, but specifically adapted for the Community. A gregarious illustrative style, clear, accessible iconography and a full, saturated colour palette make for a Community that's bold, outgoing and friendly. This differentiates the Telkom Community from other communities as having a warm, unreservedly approachable personality, consistent with our aim of winning our customers' trust. 

 

Untitled44.png

 

Untitled45.png

How we  executed our community design

 

The design goal for the Telkom Community was to evoke a strong emotional response through delightful visuals and design flourishes. To reposition the brand as being customer-first, the design goal was to create a "Smile in the mind" in the users' minds. In order to achieve this, the Telkom Digital Marketing team worked with the Lithium team to leverage their in-depth knowledge of community management, and tapped the expertise of their digital agency for insights into user behaviour and design thinking.

 

Untitled46.png

 

Our metrics

 

We launched our Community on the 27th November 2015 and in the next 5 months we have notched up a staggering 624460 Page Views from a total of 186195 visits. In total, 151000 unique visitors have already come to see what our Community is all about.

Untitled47.png

 

In 3 months, we have surpassed 2000 member registrations.

Untitled48.png

 

SEO for the site has ranked our Community #1 on Google Search when searching for “Telkom Community”.

Untitled49.png


Untitled43.pngCompany: Telkom SA Ltd

Entry submitted by: Adam Wesson (Operational Manager)

Community: Telkom Community

Lithy Category: Community Design of the Year

 

Telkom SA Ltd was founded on 1 October 1991 and today is Africa’s largest provider of fixed telephone services, operating in the Fixed and Mobile voice and data space. It is our vision to lead in the converged ICT market through deep and credible relationships and a distinctive customer experience.

 

Our community goals

 

The Telkom Community isn't just a place where customers can help themselves, it's a very real manifestation and important part of our business turnaround strategy from a reactive, closed-off organization to a customer-first, proactive company. The Telkom Community has been a critical component of our brand strategy, which aims to win hearts and minds and drive customer trial.

Our Community's ultimate goal is to connect with users who have a service challenge, and to provide a place where other Telkom customers can quickly and efficiently resolve their issues. The Community has solved thousands of users' problems, reducing the load on our call centre, improving our digital NPS, making us more operationally efficient, and making us as a company more responsive to our users' service needs. The Telkom Community is making a meaningful, measurable contribution to changing perceptions of Telkom for the better.
     

The design elements that make our community unique and stand out from the rest

 

The Telkom Community makes use of a fresh, funky design developed from the primary Telkom CI, but specifically adapted for the Community. A gregarious illustrative style, clear, accessible iconography and a full, saturated colour palette make for a Community that's bold, outgoing and friendly. This differentiates the Telkom Community from other communities as having a warm, unreservedly approachable personality, consistent with our aim of winning our customers' trust. 

 

Untitled44.png

 

Untitled45.png

How we  executed our community design

 

The design goal for the Telkom Community was to evoke a strong emotional response through delightful visuals and design flourishes. To reposition the brand as being customer-first, the design goal was to create a "Smile in the mind" in the users' minds. In order to achieve this, the Telkom Digital Marketing team worked with the Lithium team to leverage their in-depth knowledge of community management, and tapped the expertise of their digital agency for insights into user behaviour and design thinking.

 

Untitled46.png

 

Our metrics

 

We launched our Community on the 27th November 2015 and in the next 5 months we have notched up a staggering 624460 Page Views from a total of 186195 visits. In total, 151000 unique visitors have already come to see what our Community is all about.

Untitled47.png

 

In 3 months, we have surpassed 2000 member registrations.

Untitled48.png

 

SEO for the site has ranked our Community #1 on Google Search when searching for “Telkom Community”.

Untitled49.png

see the 2015 winners!

Want to learn more about our winners' innovations and accomplishments?

And the winners are...
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