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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 were announced and celebrated at the LiNC Bash & Lithy Awards Ball on June 9, 2016. More on the 2016 Lithys.

You can browse all previous entries and winners by using labels & statuses below or by clicking here.

The stories are amazing.


 
New Idea
Status:
2014 Lithy Winner

Lithys 2014: Telstra - Digital Strategy Leader

By JaniceK

Lithys 2014: Telstra - Digital Strategy Leader

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

Company: Telstra 

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

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

Lithy category: Digital Strategy Leader

 

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

 

History & Challenges

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

 

Business Goal

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

 

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

 

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

 

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

  

Handset Updates: Fortnightly device updates

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

 

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

 

Product Exits: Facebook.Zero Application

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

 

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

  

TVC: Crowdsupport P2P Community goes mainstream.

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

  

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

  

TV ad: http://bit.ly/1au3P4z

 

Driving organic search

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

  

Telstra Identity (Single Sign On)

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

  

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

 

Community Reach

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

 

 

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

  

Current results – as of March 20, 2014:

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

 

Future initiatives that we’re considering.

 

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

 

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

 

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

 

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

 

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

 


Company: Telstra 

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

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

Lithy category: Digital Strategy Leader

 

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

 

History & Challenges

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

 

Business Goal

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

 

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

 

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

 

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

  

Handset Updates: Fortnightly device updates

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

 

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

 

Product Exits: Facebook.Zero Application

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

 

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

  

TVC: Crowdsupport P2P Community goes mainstream.

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

  

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

  

TV ad: http://bit.ly/1au3P4z

 

Driving organic search

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

  

Telstra Identity (Single Sign On)

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

  

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

 

Community Reach

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

 

 

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

  

Current results – as of March 20, 2014:

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

 

Future initiatives that we’re considering.

 

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

 

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

 

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

 

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

 

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

 

Status:
2014 Lithy Submission

Lithys 2014: Google AdWords - Digital Strategy Lea...

By JaniceK

Lithys 2014: Google AdWords - Digital Strategy Leader

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-04-2014 01:05 PM - last edited on ‎04-28-2014 08:56 AM by Community Administrator Community Administrator

Company: Google AdWords

Entry submitted by: Courtney Pannell (cocopannell) EN Community & Social Manager

Community: AdWords Community (www.en.adwords-community.com)

Lithy category: Digital Strategy Leader

 

Whether you’re a mom-and-pop shop in Austin asking an AdWords question via Twitter or you’re a global corporation in Dublin landing on an AdWords Community thread via a Google search, we want to be involved in that moment of connection. The AdWords team aims to form connections with our advertisers, advocates, and influencers, to improve both product functionality and brand perception.

 

To forge those connections, our digital strategy has been to create a social ecosystem for AdWords, one of Google’s main products. Our social channels — Community, Google+, Twitter, YouTube, Facebook — are not silos; we think about how each can drive traffic to all our social properties, assist in content creation, and amplify our brand message.

 

DRIVING TRAFFIC

 

Over the past year, traffic to our Community grew by nearly 3x, our Twitter follower count increased by 350% to 175K, our Google+ subscribers surpassed 1.1M, our Facebook fans grew to 75K, and our YouTube viewership grew by 80%. Put simply, we’ve used this social ecosystem to bolster traffic to all our channels and grow our brand’s reach.

 

Specifically looking at the Community, our growth strategy has focused on increasing traffic via organic search and social referrals. Our organic search traffic now constitutes nearly 60% of our overall traffic globally, as we’ve worked to refine our content to more closely align with what users search for help with.

 

Not only has our social promotion helped to increase direct awareness of our content, it may also have increased the visibility of community content in search results. We also see that visitors from social channels have nearly twice as high a pages/visit count as a regular user, so we have a great opportunity to interact with an engaged audience.

 

CREATING CONTENT

 

In the past year, AdWords underwent a significant launch called Enhanced Campaigns. Our Top Contributors were prebriefed on the update and helped us create nearly 100 unique content pieces to support the launch. In promoting this content, we utilized our multi-channel approach and saw a boost on all our properties.

 

 

As you can see above, we put a premium on rich media content, and we identify potential topics for videos and Hangouts on Air from our social media and Community interactions. An example of this strategy in action is our weekly #askadwords video series. For each episode, we solicit user questions on Twitter, Facebook, and Google+ using the hashtag #askadwords. After uploading the video to YouTube, we promote it in the Community and on social channels to encourage engagement. The video series just passed its 20th week running and now regularly has 1K viewers per week.

 

BUILDING AN ARMY OF ADVOCATES

 

Instead of being a megaphone in our social ecosystem, we really want to empower influencers to share our content and amplify our message. Obviously, our Top Contributors have been a huge part of this for many years, but in the past year, we’ve also tried to identify social influencers that extend beyond the Community.

 

In identifying these social influencers, we do outreach to try to get them involved in the Community in a meaningful way. We are hosting several global influencer events this year to assist with this, and below is an example of a Community highlight we did with David Szetela, arguably one of the most influential people in the PPC space. He’s now writing articles for us in the Community.

 

 

Obviously, the fact that we use Lithium for our Community platform and LSW for our social responding/publishing makes it quite easy for us to grow and maintain this multi-channel social ecosystem. We’re able to see how beneficial our social traffic is to our Community growth, we’re able to identify budding influencers in the Community, and we’re able to easily promote all our content seamlessly to social channels via LSW.

 

This multi-channel social ecosystem has also made us re-evaluate the appropriate channel to communicate product and support launches for the first time. Although our product blog is typically the venue for such announcements, we’ve seen great success first posting updates to Google+ or the Community. Below is an example of a launch that we promoted solely on the Community at first, where it garnered the attention of online industry publications.

       

 

 

In addition to pure reach, we’re also interested in engagement: pages/visit on the Community, RTs/clickthroughs on Twitter, +1s/clickthroughs on Google+, Likes/clickthroughs on Facebook, and watch time on YouTube. Visitors to the Community from social referrals are twice as engaged as regular visitors, and in many markets, Community content shared on social networks is the content with highest levels of engagement. Our creation of this social ecosystem enabled us to build brand loyalty as well as educate and support our advertisers in new and creative ways.

 


Company: Google AdWords

Entry submitted by: Courtney Pannell (cocopannell) EN Community & Social Manager

Community: AdWords Community (www.en.adwords-community.com)

Lithy category: Digital Strategy Leader

 

Whether you’re a mom-and-pop shop in Austin asking an AdWords question via Twitter or you’re a global corporation in Dublin landing on an AdWords Community thread via a Google search, we want to be involved in that moment of connection. The AdWords team aims to form connections with our advertisers, advocates, and influencers, to improve both product functionality and brand perception.

 

To forge those connections, our digital strategy has been to create a social ecosystem for AdWords, one of Google’s main products. Our social channels — Community, Google+, Twitter, YouTube, Facebook — are not silos; we think about how each can drive traffic to all our social properties, assist in content creation, and amplify our brand message.

 

DRIVING TRAFFIC

 

Over the past year, traffic to our Community grew by nearly 3x, our Twitter follower count increased by 350% to 175K, our Google+ subscribers surpassed 1.1M, our Facebook fans grew to 75K, and our YouTube viewership grew by 80%. Put simply, we’ve used this social ecosystem to bolster traffic to all our channels and grow our brand’s reach.

 

Specifically looking at the Community, our growth strategy has focused on increasing traffic via organic search and social referrals. Our organic search traffic now constitutes nearly 60% of our overall traffic globally, as we’ve worked to refine our content to more closely align with what users search for help with.

 

Not only has our social promotion helped to increase direct awareness of our content, it may also have increased the visibility of community content in search results. We also see that visitors from social channels have nearly twice as high a pages/visit count as a regular user, so we have a great opportunity to interact with an engaged audience.

 

CREATING CONTENT

 

In the past year, AdWords underwent a significant launch called Enhanced Campaigns. Our Top Contributors were prebriefed on the update and helped us create nearly 100 unique content pieces to support the launch. In promoting this content, we utilized our multi-channel approach and saw a boost on all our properties.

 

 

As you can see above, we put a premium on rich media content, and we identify potential topics for videos and Hangouts on Air from our social media and Community interactions. An example of this strategy in action is our weekly #askadwords video series. For each episode, we solicit user questions on Twitter, Facebook, and Google+ using the hashtag #askadwords. After uploading the video to YouTube, we promote it in the Community and on social channels to encourage engagement. The video series just passed its 20th week running and now regularly has 1K viewers per week.

 

BUILDING AN ARMY OF ADVOCATES

 

Instead of being a megaphone in our social ecosystem, we really want to empower influencers to share our content and amplify our message. Obviously, our Top Contributors have been a huge part of this for many years, but in the past year, we’ve also tried to identify social influencers that extend beyond the Community.

 

In identifying these social influencers, we do outreach to try to get them involved in the Community in a meaningful way. We are hosting several global influencer events this year to assist with this, and below is an example of a Community highlight we did with David Szetela, arguably one of the most influential people in the PPC space. He’s now writing articles for us in the Community.

 

 

Obviously, the fact that we use Lithium for our Community platform and LSW for our social responding/publishing makes it quite easy for us to grow and maintain this multi-channel social ecosystem. We’re able to see how beneficial our social traffic is to our Community growth, we’re able to identify budding influencers in the Community, and we’re able to easily promote all our content seamlessly to social channels via LSW.

 

This multi-channel social ecosystem has also made us re-evaluate the appropriate channel to communicate product and support launches for the first time. Although our product blog is typically the venue for such announcements, we’ve seen great success first posting updates to Google+ or the Community. Below is an example of a launch that we promoted solely on the Community at first, where it garnered the attention of online industry publications.

       

 

 

In addition to pure reach, we’re also interested in engagement: pages/visit on the Community, RTs/clickthroughs on Twitter, +1s/clickthroughs on Google+, Likes/clickthroughs on Facebook, and watch time on YouTube. Visitors to the Community from social referrals are twice as engaged as regular visitors, and in many markets, Community content shared on social networks is the content with highest levels of engagement. Our creation of this social ecosystem enabled us to build brand loyalty as well as educate and support our advertisers in new and creative ways.

 

Status:
2014 Lithy Submission

Lithys 2014: Rogers - Digital Strategy Leader

By JaniceK

Lithys 2014: Rogers - Digital Strategy Leader

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎03-24-2014 01:49 PM - last edited on ‎04-28-2014 08:52 AM by Moderator Moderator

Company: Rogers 

Entry submitted by: Margaret Tsuji (MargaretT) Community Manager

Community: Rogers Community Forums (communityforums.rogers.com)

Lithy category: Digital Strategy Leader

 

 

Rogers is a diversified Canadian communications and media company. We are Canada’s largest provider of wireless voice and data communications services and one of Canada’s leading providers of cable television, high speed internet and telephony services. Through Rogers Media, we are engaged in radio and television broadcasting, televised shopping, magazines and trade publications, sports entertainment, and digital media.

 

Our goal is to be first to easily connect Canadians with what matters next and we offer better ways of living and working to Canadians who embrace technology.  

 

Creating a better customer experience is one of our corporate strategies. As such, in August 2013, we launched Rogers Idea Box which is a co-creation platform based on Lithium's idea exchange technology. Idea Box lives within the Rogers Community Forums and is a place where users can submit/comment/vote on ideas to improve customer service and support, Rogers.com, the MyAccount App, and Rogers Stores.         

 

 

 

We are the only major Canadian telcommunications company to host a co-creation platform/idea exchange. 

 

Idea Box was so successful that we were also able to leverage it to collect ideas about the community forums itself (and we were able to archive the "Community Feedback" board).  And we are now looking at expanding Idea Box to include categories such as products, services, and pricing. Furthermore, we are now being approached by other areas of the business who want to leverage Idea Box.

 

When customers provide feedback to us via Twitter or Facebook, we now have a place to point them to; Idea Box is a place where they feel their ideas will be heard and not just a virtual suggestion box.

 

Idea Box's impact to our business:

- We have received over 170 ideas in six months; 11 ideas have been launched, 9 are being reviewed and 8 are in progress.

- Without doing a splashy PR campaign, news of Idea Box's launch was picked up by sites like Mobile Syrup and Eye on Mobility with comments like “It’s one more way that Rogers is trying to improve the dialogue with its customers.” and “This could be a step forward for customer service.”

- Launching Idea Box drove traffic to our community in a normally quiet time of the year; the week Idea Box launched, we saw a 22% increase in page views and a 10% increase in unique visitors.  Traffic during Idea Box launch week was actually higher than our usual peak time around the iPhone launch!

- We’ve even seen users going to other forums to ‘share’ their idea and encourage votes!  http://www.dslreports.com/forum/r28993963-Rogers-Standalone-Modem-Ideabox

 

 

 

 


Company: Rogers 

Entry submitted by: Margaret Tsuji (MargaretT) Community Manager

Community: Rogers Community Forums (communityforums.rogers.com)

Lithy category: Digital Strategy Leader

 

 

Rogers is a diversified Canadian communications and media company. We are Canada’s largest provider of wireless voice and data communications services and one of Canada’s leading providers of cable television, high speed internet and telephony services. Through Rogers Media, we are engaged in radio and television broadcasting, televised shopping, magazines and trade publications, sports entertainment, and digital media.

 

Our goal is to be first to easily connect Canadians with what matters next and we offer better ways of living and working to Canadians who embrace technology.  

 

Creating a better customer experience is one of our corporate strategies. As such, in August 2013, we launched Rogers Idea Box which is a co-creation platform based on Lithium's idea exchange technology. Idea Box lives within the Rogers Community Forums and is a place where users can submit/comment/vote on ideas to improve customer service and support, Rogers.com, the MyAccount App, and Rogers Stores.         

 

 

 

We are the only major Canadian telcommunications company to host a co-creation platform/idea exchange. 

 

Idea Box was so successful that we were also able to leverage it to collect ideas about the community forums itself (and we were able to archive the "Community Feedback" board).  And we are now looking at expanding Idea Box to include categories such as products, services, and pricing. Furthermore, we are now being approached by other areas of the business who want to leverage Idea Box.

 

When customers provide feedback to us via Twitter or Facebook, we now have a place to point them to; Idea Box is a place where they feel their ideas will be heard and not just a virtual suggestion box.

 

Idea Box's impact to our business:

- We have received over 170 ideas in six months; 11 ideas have been launched, 9 are being reviewed and 8 are in progress.

- Without doing a splashy PR campaign, news of Idea Box's launch was picked up by sites like Mobile Syrup and Eye on Mobility with comments like “It’s one more way that Rogers is trying to improve the dialogue with its customers.” and “This could be a step forward for customer service.”

- Launching Idea Box drove traffic to our community in a normally quiet time of the year; the week Idea Box launched, we saw a 22% increase in page views and a 10% increase in unique visitors.  Traffic during Idea Box launch week was actually higher than our usual peak time around the iPhone launch!

- We’ve even seen users going to other forums to ‘share’ their idea and encourage votes!  http://www.dslreports.com/forum/r28993963-Rogers-Standalone-Modem-Ideabox

 

 

 

 

Status:
2014 Lithy Submission

Lithys 2014: Google Glass - Digital Strategy Leade...

By JaniceK

Lithys 2014: Google Glass - Digital Strategy Leader

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-25-2014 03:24 PM - edited ‎04-29-2014 02:44 PM

Company: Google Glass 

Entry submitted by: Sarah Price (sarahprice) Social Media & Community Lead, Teresa Zazenski (tzazenski) Community Manager, and Becca Samson (bsamson) Community Manager

Community: Glass Explorers Program (http://glass-community.com)

Lithy category: Digital Strategy Leader

 

The Glass Explorers Program started in April 2013. We made Glass available to bold, creative individuals from different walks of life to help shape the future of Glass. People don’t just buy Glass, they become a “Glass Explorer.” Through the Explorers Program, we seek to empower our customer community to introduce the world to Glass and share their feedback to make Glass better.

 

On April 10, 2014, we announced that we would be expanding the Explorer Program. For one day on April 15, any adult living in the US would be able to buy Glass and become an Explorer.

 

There are countless public fan communities for Glass, but our official community is hosted by Lithium, with private discussion areas restricted to Glass Explorers. This enables customers to have open and honest conversations about Glass and the Explorer Program. Our team uses our Lithium community to get direct feedback and input from our Explorers in many ways, including through a “Glass Wishlist” ideation board. We also use Lithium Social Web to monitor and engage with feedback and Explorer-created content across the web.

 

For our latest and largest Explorer Program expansion (April 15, 2014), we implemented a robust community and social media strategy to support the expansion launch, detailed in the below section.

 

Our community and social media strategy for the April 15 Explorer Program expansion involved the following goals:

 

1) Leverage community and social media to provide scalable support to prospective Explorers. We anticipated that we would receive a high volume of inquiries once the expansion became known, and we expected delays on our phone lines and in our email queues. We set up a number of scalable options to support the expansion:

  • Launched a public board and linked it from the sales site. Prior to the expansion, all content in our community was private to Explorers. We launched a new board called “Getting Ready for Glass” for “Explorers who haven’t met their Glass yet,” where potential Explorers can ask questions that our veterans could answer. We prominently featured the new board as a support option on the sales site.

 

  • Made our community blog public. Our private community blog, the “Glass Journal,” is full of helpful content by our team and our Explorers. When we launched the public board, we got permission from all contributors to make our blog public, so potential customers could read up on Glass. In the future, we expect both our blog and our new board to drive organic search traffic.
  • Provide scalable, high-touch support via social media and community. We allocated additional Glass Guides (CSRs) to help out in the new public forum and ensure that questions were answered effectively. In the meantime, our social media Glass Guides used Lithium Social Web to keep a close eye on inquiries from social media. Social agents can handle more cases per hour than phone or email agents, although the questions tend to be less complex. Community provides a self-service support option as visitors view previously answered questions.
  • Coordinate on customer-created support options for prospective Explorers. Our long-term strategy involves building deep relationships with key customer influencers who set the tone for the community (see below). Due to this strong relationship, these “Community Leaders” launched two support options of their own initiative. They created the #askanexplorer hashtag and invited potential Explorers to post questions about the program, which they in turn answered. They also led two Hangouts On Air (streaming video calls) for potential customers to join and ask questions of a panel of current Explorers. We shared these initiatives via Google Glass on Google+ and Twitter.

 

 

2) Maintain the goodwill of our veteran Explorers. Change can be scary in any community, and the “veterans” can become nostalgic for “the way things used to be,” leading them to resist newcomers. We wanted to ensure that our veteran Explorers would welcome our new Explorers with open arms. To achieve this goal we implemented several tactics:

  • Feature our veteran Explorers in our launch video for the expansion, showing our appreciation of them and helping them to feel like rockstars. We asked for video submissions and built an amazing video that made our veterans happy, and introduced potential Explorers to the spirit of the Explorer Program.

Please see our entry for Most Creative Promotion or Launch for more info on the I Am an Explorer video.

 


 

  • Work together with our customer influencers (superusers) to ensure their understanding and support, as they set the tone for the community. We invited our “Community Leaders” to the Googleplex for a summit a few weeks before the expansion to get their feedback on Glass and talk about the future of the Explorer Program, allowing us to learn about and start to address painpoints prior to the announcement.
  • Turn our veterans into mentors. We described our new public board as “a place for Explorers who haven’t met their Glass yet” and encouraged our Community Leaders and community-at-large to contribute to the board, because they are the true experts in what it means to be an Explorer. By emphasizing their expert knowledge and helpful human nature, we made it easier for our veterans to approach our newbies with enthusiasm rather than resistance.

 

 

 

 

  • Kept most of our community private to customers. We wanted to ensure that our veterans and newbies both feel part of the community and have a private place to connect with each other and share feedback. Although we made two sections of our community public, we kept the majority of our community private.

 

Our business results

 

Community-driven launch video:

  •       108k+ views in less than two weeks
  •       Well-received by veteran Explorers, who were excited to be featured in the video

 

Public community user education board/blog:

  •       860% increase in unique visitors to the community on April 15 vs. one week prior
  •       New “Getting Ready for Glass” board drove 27% of all community traffic and 35% of unique visitors
  •       63% of all community visitors viewed the newly-public community blog
  •       New board received hundreds of posts from prospective customers. Veteran Explorers were deeply engaged with an average of 5.5 replies per topic and 5.4 views per visitor in this board alone.
  •       90% of topics received a reply, with an average time-to-reply of 42 minutes.
  •       Community promo was positioned with intention to defer 1:1 support needs; number of visitors to the community was greater than the number of individuals who contacted traditional support (email)
  •       Well-received by veteran Explorers, who continue to be excited to offer support and advice to prospective Explorers

 

Social media care:

  •       Small social media team fielded several thousand inquiries in the week around the announcement and expansion from April 10th to April 16th
  •       Touched more than 70% of algorithmically-detected inquiries despite the incredible volume of “buzz” around the expansion
  •       Maintained our usual social media care for current customers.

 

#askanexplorer:

  •       At least 100 social media conversations were tagged #askanexplorer
  •       Two Hangouts On Air Q&A sessions
  •       Both initiatives entirely driven and supported by the community, with zero cost to our team

 

Explorer Program expansion:

  •       The Explorer Program expansion was very successful
  •       Sold out one of the colors of Glass midway through the day
  •       Closed the expansion when our supplies ran low sooner than expected

 

 


Company: Google Glass 

Entry submitted by: Sarah Price (sarahprice) Social Media & Community Lead, Teresa Zazenski (tzazenski) Community Manager, and Becca Samson (bsamson) Community Manager

Community: Glass Explorers Program (http://glass-community.com)

Lithy category: Digital Strategy Leader

 

The Glass Explorers Program started in April 2013. We made Glass available to bold, creative individuals from different walks of life to help shape the future of Glass. People don’t just buy Glass, they become a “Glass Explorer.” Through the Explorers Program, we seek to empower our customer community to introduce the world to Glass and share their feedback to make Glass better.

 

On April 10, 2014, we announced that we would be expanding the Explorer Program. For one day on April 15, any adult living in the US would be able to buy Glass and become an Explorer.

 

There are countless public fan communities for Glass, but our official community is hosted by Lithium, with private discussion areas restricted to Glass Explorers. This enables customers to have open and honest conversations about Glass and the Explorer Program. Our team uses our Lithium community to get direct feedback and input from our Explorers in many ways, including through a “Glass Wishlist” ideation board. We also use Lithium Social Web to monitor and engage with feedback and Explorer-created content across the web.

 

For our latest and largest Explorer Program expansion (April 15, 2014), we implemented a robust community and social media strategy to support the expansion launch, detailed in the below section.

 

Our community and social media strategy for the April 15 Explorer Program expansion involved the following goals:

 

1) Leverage community and social media to provide scalable support to prospective Explorers. We anticipated that we would receive a high volume of inquiries once the expansion became known, and we expected delays on our phone lines and in our email queues. We set up a number of scalable options to support the expansion:

  • Launched a public board and linked it from the sales site. Prior to the expansion, all content in our community was private to Explorers. We launched a new board called “Getting Ready for Glass” for “Explorers who haven’t met their Glass yet,” where potential Explorers can ask questions that our veterans could answer. We prominently featured the new board as a support option on the sales site.

 

  • Made our community blog public. Our private community blog, the “Glass Journal,” is full of helpful content by our team and our Explorers. When we launched the public board, we got permission from all contributors to make our blog public, so potential customers could read up on Glass. In the future, we expect both our blog and our new board to drive organic search traffic.
  • Provide scalable, high-touch support via social media and community. We allocated additional Glass Guides (CSRs) to help out in the new public forum and ensure that questions were answered effectively. In the meantime, our social media Glass Guides used Lithium Social Web to keep a close eye on inquiries from social media. Social agents can handle more cases per hour than phone or email agents, although the questions tend to be less complex. Community provides a self-service support option as visitors view previously answered questions.
  • Coordinate on customer-created support options for prospective Explorers. Our long-term strategy involves building deep relationships with key customer influencers who set the tone for the community (see below). Due to this strong relationship, these “Community Leaders” launched two support options of their own initiative. They created the #askanexplorer hashtag and invited potential Explorers to post questions about the program, which they in turn answered. They also led two Hangouts On Air (streaming video calls) for potential customers to join and ask questions of a panel of current Explorers. We shared these initiatives via Google Glass on Google+ and Twitter.

 

 

2) Maintain the goodwill of our veteran Explorers. Change can be scary in any community, and the “veterans” can become nostalgic for “the way things used to be,” leading them to resist newcomers. We wanted to ensure that our veteran Explorers would welcome our new Explorers with open arms. To achieve this goal we implemented several tactics:

  • Feature our veteran Explorers in our launch video for the expansion, showing our appreciation of them and helping them to feel like rockstars. We asked for video submissions and built an amazing video that made our veterans happy, and introduced potential Explorers to the spirit of the Explorer Program.

Please see our entry for Most Creative Promotion or Launch for more info on the I Am an Explorer video.

 


 

  • Work together with our customer influencers (superusers) to ensure their understanding and support, as they set the tone for the community. We invited our “Community Leaders” to the Googleplex for a summit a few weeks before the expansion to get their feedback on Glass and talk about the future of the Explorer Program, allowing us to learn about and start to address painpoints prior to the announcement.
  • Turn our veterans into mentors. We described our new public board as “a place for Explorers who haven’t met their Glass yet” and encouraged our Community Leaders and community-at-large to contribute to the board, because they are the true experts in what it means to be an Explorer. By emphasizing their expert knowledge and helpful human nature, we made it easier for our veterans to approach our newbies with enthusiasm rather than resistance.

 

 

 

 

  • Kept most of our community private to customers. We wanted to ensure that our veterans and newbies both feel part of the community and have a private place to connect with each other and share feedback. Although we made two sections of our community public, we kept the majority of our community private.

 

Our business results

 

Community-driven launch video:

  •       108k+ views in less than two weeks
  •       Well-received by veteran Explorers, who were excited to be featured in the video

 

Public community user education board/blog:

  •       860% increase in unique visitors to the community on April 15 vs. one week prior
  •       New “Getting Ready for Glass” board drove 27% of all community traffic and 35% of unique visitors
  •       63% of all community visitors viewed the newly-public community blog
  •       New board received hundreds of posts from prospective customers. Veteran Explorers were deeply engaged with an average of 5.5 replies per topic and 5.4 views per visitor in this board alone.
  •       90% of topics received a reply, with an average time-to-reply of 42 minutes.
  •       Community promo was positioned with intention to defer 1:1 support needs; number of visitors to the community was greater than the number of individuals who contacted traditional support (email)
  •       Well-received by veteran Explorers, who continue to be excited to offer support and advice to prospective Explorers

 

Social media care:

  •       Small social media team fielded several thousand inquiries in the week around the announcement and expansion from April 10th to April 16th
  •       Touched more than 70% of algorithmically-detected inquiries despite the incredible volume of “buzz” around the expansion
  •       Maintained our usual social media care for current customers.

 

#askanexplorer:

  •       At least 100 social media conversations were tagged #askanexplorer
  •       Two Hangouts On Air Q&A sessions
  •       Both initiatives entirely driven and supported by the community, with zero cost to our team

 

Explorer Program expansion:

  •       The Explorer Program expansion was very successful
  •       Sold out one of the colors of Glass midway through the day
  •       Closed the expansion when our supplies ran low sooner than expected

 

 

Status:
2014 Lithy Submission

Lithys 2014: Telefonica - Digital Strategy Leader

By JaniceK

Lithys 2014: Telefonica - Digital Strategy Leader

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎03-23-2014 02:20 PM - last edited on ‎04-28-2014 08:52 AM by Moderator Moderator

Company: Telefonica 

Entry submitted by: Emilio Rodriguez Menendez (UT04546) Community Manager

Community: Comunidad Movistar (comunidad.movistar.es)

Lithy category: Digital Strategy Leader

 

 

Telefónica is one of the world leading integrated operators in the telecommunications sector, providing communication, information and entertainment solutions, with presence in Europe and Latin America. It operates in 24 countries. As of September 2013, Telefónica’s total number of customers amounted to 320.3 million.

 

Telefonica Spain’s 2014 goals focused on the following:

  • Reduce customer support telephone calls
  • Increase CSI in social environments
  • Increase commercial leads to homepage
  • Improve SEO positioning (especially for FTTH and 4G)
  • Improve the tone of the Internet buzz towards Movistar
  • Improve customer self-servicing 

Through our Lithium-powered community in 2013, we made significant improvements in SEO, traffic, and acquisition. We also achieved big wins in support savings (see our Support Savings MVP entry), in addition to CSI and CHI.

 

Community has positioned us as the SEO authority versus our competitors and local tech forums. (source: Opensite.org) 

 

 

We also rank highest amongst our competitors in metrics like best traffic and lowest bounce rate. (source: similarweb.com) 

 

 

 

18% of our homepage visits are generated by the community (source: alexa rank) 

 

 

 

Some additional quantifiable results:

-       Due to our community, our SEO traffic reached over 80% (top SEO positions in key words such as FTTH and 4G)

-       Community is responsible for an increase in commercial leads: 20,000 click-throughs from community to homepage (movistar.es) in 2013

-      Telefonica has added 2.2 million subscribers as of June 2013 with more than 3 million homes in Spain now equipped with Fusion, an integrated product offering that brings together broadband, mobile, landline, and television services all in 1 simple package. Not only did they see existing customers switch over to Fusion, but 56% of Fusion subscribers are newly acquired customers who took advantage of the wealth of information and peer advice on the community about the new product to help make their purchase decision. Web traffic referrals from the community to the purchase funnel increased by 20% during the 1st month of launch.

 

 

 


Company: Telefonica 

Entry submitted by: Emilio Rodriguez Menendez (UT04546) Community Manager

Community: Comunidad Movistar (comunidad.movistar.es)

Lithy category: Digital Strategy Leader

 

 

Telefónica is one of the world leading integrated operators in the telecommunications sector, providing communication, information and entertainment solutions, with presence in Europe and Latin America. It operates in 24 countries. As of September 2013, Telefónica’s total number of customers amounted to 320.3 million.

 

Telefonica Spain’s 2014 goals focused on the following:

  • Reduce customer support telephone calls
  • Increase CSI in social environments
  • Increase commercial leads to homepage
  • Improve SEO positioning (especially for FTTH and 4G)
  • Improve the tone of the Internet buzz towards Movistar
  • Improve customer self-servicing 

Through our Lithium-powered community in 2013, we made significant improvements in SEO, traffic, and acquisition. We also achieved big wins in support savings (see our Support Savings MVP entry), in addition to CSI and CHI.

 

Community has positioned us as the SEO authority versus our competitors and local tech forums. (source: Opensite.org) 

 

 

We also rank highest amongst our competitors in metrics like best traffic and lowest bounce rate. (source: similarweb.com) 

 

 

 

18% of our homepage visits are generated by the community (source: alexa rank) 

 

 

 

Some additional quantifiable results:

-       Due to our community, our SEO traffic reached over 80% (top SEO positions in key words such as FTTH and 4G)

-       Community is responsible for an increase in commercial leads: 20,000 click-throughs from community to homepage (movistar.es) in 2013

-      Telefonica has added 2.2 million subscribers as of June 2013 with more than 3 million homes in Spain now equipped with Fusion, an integrated product offering that brings together broadband, mobile, landline, and television services all in 1 simple package. Not only did they see existing customers switch over to Fusion, but 56% of Fusion subscribers are newly acquired customers who took advantage of the wealth of information and peer advice on the community about the new product to help make their purchase decision. Web traffic referrals from the community to the purchase funnel increased by 20% during the 1st month of launch.

 

 

 

Status:
2014 Lithy Submission

Lithys 2014: Vodafone Espana - Digital Strategy Le...

By JaniceK

Lithys 2014: Vodafone Espana - Digital Strategy Leader

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-02-2014 10:29 AM - last edited on ‎04-28-2014 08:55 AM by Moderator Moderator

Company: Vodafone Espana 

Entry submitted by: Zaira Pérez (Zperezp) Specialist, Self Management Channel

Community: Foro Vodafone(http://foro.vodafone.es)

Lithy category: Digital Strategy Leader

 

Vodafone Spain's aim is to provide best in class service to our customers with innovative and great value added offers and products.Vodafone Spain eForum Community serves the needs for those customers after product acquisition in order to provide a great experience and exploitation of their devices & acquired services. 

 

Lithium provides Vodafone Spain the channel to enable direct communication with customers in order to satisfy their queries and incident resolution. At the same time, we provide customers with a Knowledge Center with loads of Tutorials and tips to engage and improve their mobile devices and DSL connection.

 

 

Vodafone Spain Heroes was created with the intention to enable a Community where users can compete to get new badges and powers while helping each other to solve their queries. This gamification programme not only encourages greater customers/users participation but also promotes new useful content creation. The new interactions and content also engage user self-management and product knowledge. This enables great Community growth for Vodafone Spain eForum users as a support channel to get helpful and resolute answers providing internal KPIs a real boost.

 

Since the Programme started back in November 2013, “Vodafone Heroes Programme” participants drove over 10k new interactions within the Vodafone Spain and over 25 contestants actively help out other users. A great amount of kudos and new accepted solutions have been originated from those answers and users keep on recommending the Programme to their friends. In addition to this programme, Heros have created 134 helpful and resolute new posts. With these new posts, Heros have provided an increase of the Vodafone Spain forum visits volume by over 67K (an average of 500 visits per new Hero post). In addition, Heros helped to get an incremental 20% SEO in comparison with the previous year.

 

More about the Vodafone Heroes Programme

 

Our Vodafone Spain Heroes Programme is focused on acquisition of new Community Members and Moderators outside the company employees to enable a real 2.0. approach.  Vodafone Spain Heroes is created with the intention to enable a Community where users can compete to get new badges and powers whilst they help each other to solve their queries.

 

This gamification programme not only encourages greater customer/users participation but also promotes new useful content creation. Those new interactions and contents also engage user self-management and product knowledge. This enables great Community growth for Vodafone Spain eForum users as a support channel to get helpful and resolutive answers providing internal KPIs a real boost.

 

Vodafone Spain Heroes Programme is closely monitored on a weekly basis by the Spain Community Managers who provide Heroes with guidance and one-to-one follow up on their adventure. The Programme includes 3 role categories (Vodafone Hero Apprentice,  VodfoneHero and Vodafone SuperHero) and 4 power badges (speed, wisdom, aim and creation) that allow users to possess different strengths.

 

Programme is based on nomination of weekly winners for each power badge providing users with exclusive benefits and privileges as they get Points of power along with their nominations. Benefits are also related with fame and pride such as allowing users to moderate or ban other users as well as collaborating on official content creation published within Vodafone sites. There is a Points of Power catalogue accessible to the users once they enter the programme where users can redeem and select their desired prizes. Offer range is very wide not only offering goods but also “benefits” and events participation or pride recognition.

 

Any Vodafone Spain eForum registered user is eligible to participate on the Heroes Programme. Users need to pass the initial challenge to get their first “hero Apprentice” badge and from then, new badges unlocked will move users up in the scale of roles. Once a user reaches to unlock the 4 badges, they are appointed Vodafone  Superheroes.

 

At Vodafone, we truly think we deserve to become Lithys winners as this Programme has evolved and demonstrated the value of the Vodafone eForum community. Since the Programme started back in November 2013, “Vodafone Heroes Programme” participants drove over 10k new interactions within the Vodafone Spain and over 25 contestants actively help out other users. A great amount of Kudos and new accepted solutions have been originated from those answers and users keep on recommending the Programme to their friends. In addition to this programme, Heros have created 134 helpful and resolutive new posts; with these new post Heros have provided an increase of the Vodafone Spain forum visits volume by over 67K (an average of 500 visits per new Hero post). On the other hand, Heros helped to get an increment of 20% SEO in comparison with the previous year.

 


Company: Vodafone Espana 

Entry submitted by: Zaira Pérez (Zperezp) Specialist, Self Management Channel

Community: Foro Vodafone(http://foro.vodafone.es)

Lithy category: Digital Strategy Leader

 

Vodafone Spain's aim is to provide best in class service to our customers with innovative and great value added offers and products.Vodafone Spain eForum Community serves the needs for those customers after product acquisition in order to provide a great experience and exploitation of their devices & acquired services. 

 

Lithium provides Vodafone Spain the channel to enable direct communication with customers in order to satisfy their queries and incident resolution. At the same time, we provide customers with a Knowledge Center with loads of Tutorials and tips to engage and improve their mobile devices and DSL connection.

 

 

Vodafone Spain Heroes was created with the intention to enable a Community where users can compete to get new badges and powers while helping each other to solve their queries. This gamification programme not only encourages greater customers/users participation but also promotes new useful content creation. The new interactions and content also engage user self-management and product knowledge. This enables great Community growth for Vodafone Spain eForum users as a support channel to get helpful and resolute answers providing internal KPIs a real boost.

 

Since the Programme started back in November 2013, “Vodafone Heroes Programme” participants drove over 10k new interactions within the Vodafone Spain and over 25 contestants actively help out other users. A great amount of kudos and new accepted solutions have been originated from those answers and users keep on recommending the Programme to their friends. In addition to this programme, Heros have created 134 helpful and resolute new posts. With these new posts, Heros have provided an increase of the Vodafone Spain forum visits volume by over 67K (an average of 500 visits per new Hero post). In addition, Heros helped to get an incremental 20% SEO in comparison with the previous year.

 

More about the Vodafone Heroes Programme

 

Our Vodafone Spain Heroes Programme is focused on acquisition of new Community Members and Moderators outside the company employees to enable a real 2.0. approach.  Vodafone Spain Heroes is created with the intention to enable a Community where users can compete to get new badges and powers whilst they help each other to solve their queries.

 

This gamification programme not only encourages greater customer/users participation but also promotes new useful content creation. Those new interactions and contents also engage user self-management and product knowledge. This enables great Community growth for Vodafone Spain eForum users as a support channel to get helpful and resolutive answers providing internal KPIs a real boost.

 

Vodafone Spain Heroes Programme is closely monitored on a weekly basis by the Spain Community Managers who provide Heroes with guidance and one-to-one follow up on their adventure. The Programme includes 3 role categories (Vodafone Hero Apprentice,  VodfoneHero and Vodafone SuperHero) and 4 power badges (speed, wisdom, aim and creation) that allow users to possess different strengths.

 

Programme is based on nomination of weekly winners for each power badge providing users with exclusive benefits and privileges as they get Points of power along with their nominations. Benefits are also related with fame and pride such as allowing users to moderate or ban other users as well as collaborating on official content creation published within Vodafone sites. There is a Points of Power catalogue accessible to the users once they enter the programme where users can redeem and select their desired prizes. Offer range is very wide not only offering goods but also “benefits” and events participation or pride recognition.

 

Any Vodafone Spain eForum registered user is eligible to participate on the Heroes Programme. Users need to pass the initial challenge to get their first “hero Apprentice” badge and from then, new badges unlocked will move users up in the scale of roles. Once a user reaches to unlock the 4 badges, they are appointed Vodafone  Superheroes.

 

At Vodafone, we truly think we deserve to become Lithys winners as this Programme has evolved and demonstrated the value of the Vodafone eForum community. Since the Programme started back in November 2013, “Vodafone Heroes Programme” participants drove over 10k new interactions within the Vodafone Spain and over 25 contestants actively help out other users. A great amount of Kudos and new accepted solutions have been originated from those answers and users keep on recommending the Programme to their friends. In addition to this programme, Heros have created 134 helpful and resolutive new posts; with these new post Heros have provided an increase of the Vodafone Spain forum visits volume by over 67K (an average of 500 visits per new Hero post). On the other hand, Heros helped to get an increment of 20% SEO in comparison with the previous year.

 

Status:
2014 Lithy Submission

Lithys 2014: StarHub - Digital Strategy Leader

By JaniceK

Lithys 2014: StarHub - Digital Strategy Leader

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-26-2014 12:35 PM - edited ‎04-29-2014 09:25 AM

Company: StarHub 

Entry submitted by: Darren Choo (darren) AVP of Social CRM

Community: StarHub Community (http://community.starhub.com/)

Lithy category: Digital Strategy Leader

 

StarHub Community, together with our social media agency Vocanic has implemented a stellar digital strategy which no other brand on the Lithium platform has done before. We have made StarHub Community the go-to platform for user discussion on all things StarHub: Social TV, Social Sales, Engagement of Segments, Sponsorship, cultivating Influencers & Advocates, nurturing Loyalty and building Partnerships. Our initiatives have been recognized and we have won industry accolades in Singapore: Best use of Brand Advocacy (Gold) at the Loyalty & Engagement Awards 2013 and Excellence in Loyalty Marketing (Silver) at the Marketing Excellence Awards 2013. Read the details below. 

 

As Singapore's fully integrated infocommunications company, StarHub offers a full range of information, communications and entertainment services for both consumer and corporate markets.

 

With the aim of providing every person, home and business in Singapore with world-class multimedia services and content, StarHub operates a mobile network that provides 4G, 3G and 2G services, manages an island-wide HFC (Hybrid Fibre-Coaxial) network that delivers multi-channel pay TV services, as well as ultra-high speed residential broadband services.


In a bid to further enhance our relationship with customers, it was decided that improving and reinforcing the way we handled customer service, was key. Simply put, the traditional customer service call-centre system needed to be revamped, to take advantage of the power of Social Media.


In so doing, StarHub was able to tap into the vast prowess of peer-to-peer support, eliminating the need for customers to call in. The strategy unearthed unlimited potential going beyond customer service to touch on topics relating to Human Resource, Content Marketing, Sponsorship Deals, Marketing Communications and Direct Marketing just to name a few.


The results across the board have been phenomenal, with the industry recognizing the value and effectiveness of our Lithium-supported Social Strategy as evident from the following accolades:


• Loyalty & Engagement Awards 2013 – Best Use of Brand Advocacy (Gold)
• Marketing Excellence Awards 2013 – Excellence in Loyalty Marketing (Silver)

 

What were the goals?


We wanted to position StarHub as a company that listens, understands, cares for our customers and the Singapore community. At the same time, we acknowledge that endorsements are often regarded to be more credible and objective when they come from third parties that do not have a stake in the business.


In creating a new platform, it was crucial that it be instrumental in cultivating brand advocates, where in times of need, users could step in to defend the brand on our behalf from the “bashing” conducted by others. It was to also be a sanctuary for frank opinions, transparency and a hotbed for equipment testing by our loyal customers.


Hence, the aim was to create a community managed by consumers, for the consumers and moderated by StarHub.


StarHub Community would present a centralized platform for existing customers to turn to should they have any StarHub product or service-related problems. There, they would be able to access to a wealth of user-generated trouble-shooting tips, solutions, general information and more.

 

In harnessing the community for support, the secondary goals were to reduce budget spent to hire and train call-centre personnel, and at the same time increase efficiency in addressing technical issues.


In addition, the community would serve as the go-to place for StarHub news updates regarding new handset releases, promotions, cable television show discussions and more. For the ladies, it served as a rallying point to take part in contests and promotions tied in with Lady First Singapore – franchised from Taiwan’s leading lifestyle magazine show.


StarHub Community as a whole would stand as a lifestyle hub for the masses.


The launch of the Lithium based StarHub Community presented us with the opportunity to develop a whole array of campaigns and activations that strived towards a singular endpoint – to drive brand advocacy.


StarHub embarked on an enthusiastic digital marketing programme.


The Community gave us the fans and an avenue for us to engage in a meaningful 2-way conversation with them. Further to that however, we were able to tap into their likes and dislikes, problems, issues, challenges and even suggestions to improve our offerings. The wealth of information garnered allowed StarHub as a brand to tailor our marketing strategies to meet, and more importantly match our fans interests – to give them what they want, not what we want to sell. It gave us the ability to:


• Roll out Social and Community activations for sponsorships
• Develop content based on popular television programmes, translated to offline activities (Social TV)
• Perform segment marketing and social sales, e.g. listing a Recontract thread to ask questions and harvest opinions before putting forth a call-to-action for consumers to renew StarHub services
• Provide a channel for customers to “self-help”, with crowd-sourced expertise on troubleshooting.

 

1) Social TV


StarHub cable television provides a colourful and energetic tapestry of entertainment that constantly engages with consumers. The proposition for Social TV was to tap into this buzz, taking it offline to drive participation on StarHub Community.

 

As part of the brand’s 2-year SCRM roadmap, we aimed to promote product and service launches through Social Media. StarHub has gone into production of its own content and StarHub Community was seen as the perfect opportunity to drive exposure and engagement.


Lady first


Background: At the beginning, it was found that StarHub Community was rife with male-skewed content, e.g. mobile phones, routers, gadgets discussions and more. This campaign was launched to drive females to the site.


We sent out emails that led customers to perform a simple survey in order to ascertain interests. We targeted females whose interests included beauty, makeup, fashion, hairstyling and write their own blogs. The survey acted as a filtering process to find legitimate female bloggers. 20 bloggers were then invited to attend a briefing where they received topics and social tasks to share with their followers that in turn led to activities, conversations and buzz on the Community.


Results:
- 7,143 unique visitors to StarHub Community’s Lady First board
- 470 Topics written
- 1,274 replies to topics
- Out of 20 original bloggers, 5 remain active to this day, close to 1 year after the activation. 2 of them are members of our Sparklers super user group.

 

The success of the drive to include the female target audience in the conversation prompted the brand to plan for and launch a sequel activation set to take place mid-2014.


Link to Winners Announcement post: http://community.starhub.com/t5/StarHub-Community-Announcements/Lady-First-Bloggers-Challenge-Winner...

 

Oscars – Predict the Winners


Background: The Academy Awards is a big annual event, televised live globally and watched by many in Singapore. In order to ramp the viewership up on the programme further, we decided to tap into the crowd in the Community for their Oscar predictions.


The mechanic was simple. Fans needed to submit their predictions for the winners of 4 categories – Best Actor, Best Actress in a Leading Role, Best Picture and Best Animated Feature. Get them right, and they would stand a chance to win a Samsung Galaxy Tab 2 7.0.


In just 5 days we received:
• 259 Entries (from original target of 5) by 151 participants
• 448 votes
• 1,700 Likes, 141 Comments and 57 Shares on our Facebook post about the campaign

 

Check out the entries here: http://community.starhub.com/t5/Closed-2014-Oscars/idb-p/2014-Oscars

 

HITS TV – crowd source for which shows to air next

 

Best way to make fans happy? Give them what they want. That’s exactly what HITS TV set out to do, by crowdsourcing all-time favourite TV shows that may have ended their runs but which people love and miss.


We asked people to submit and vote for the TV shows they’d like HITS to air in the coming months. The idea should fit HITS’s DNA: epic characters, riveting stories, cult following, multiple seasons.


Top Prizes: A Samsung GALAXY Tab 3 7.0, vouchers to Resorts World Sentosa, Sephora vouchers


In addition to posts on StarHub’s social media platforms, the HITS channel on StarHub TV even ran a TVC promoting the contest: http://youtu.be/09GdqFRdP_Q

 

Results:

 

Post on Community

http://community.starhub.com/t5/StarHub-Community-Announcements/CONTEST-ENDED-HITS-Pick-a-TV-show-and-stand-to-win-a-Samsung/m-p/65113

 

2) Social Sales

 

Background: To encourage recontracts, customers needed to feel the want to. Social Sales put into place a process to help existing customers make that informed choice during their zero-moment of truth (ZMOT) i.e. the step they take right before they make a purchase.


Direct mailers and eDMs were utilized to present a recontract offer that encouraged the customer to head to the Community to ask questions about the offer and get opinions. Community managers on Community then responded to their queries, helping them make the choice to stay with us. This thread garnered 88,000 views.

 

 

Posts on Community:
http://community.starhub.com/t5/Broadband-Recontract-Offers/StarHub-Broadband-Recontract-offer-HomeHub-and-more/m-p/21994#U21994
http://community.starhub.com/t5/Hubbing/100-Mbps-Cable-and-200-Mbps-Fibre-HomeHub-plans-now-availabl...
http://community.starhub.com/t5/TV-Recontract-Offer/StarHub-TV-Recontract-Offer/m-p/35619#U35619


3) Segment Engagement Strategy


Background: In order to diversify conversation threads and subjects in the Community beyond technology, the brand tapped into the various likes and interests harboured by fans to create and list lifestyle content.


This produced two long-term advantages. First, we were able – through the information gathered – develop a knowledge base that gave us an insight into our customers. This would allow us to tailor marketing strategies accordingly. Secondly, with this knowledge at our disposal, we were able to effectively take the conversation to our customers, speak in a language they appreciate, and harvest a meaningful relationship.


Food segment – Auspicious dishes


Background: StarHub’s Hubalicious - a gastronomic extravaganza that celebrates all things food – is a testament for the brand’s love for food. And since food holds a special place in the hearts of Singaporeans, the opportunity presented itself, to reach out to consumers via gastronomy.


StarHub leveraged on the Chinese New Year festivities to invite fans to share their celebrations with food. It was a call for foodies to unite, to showcase home-made treats and dishes. The top-voted entry walked away with a Samsung GALAXY S4 (LTE), while consolation prizes were made up of 8 $50 Resorts World Sentosa vouchers.


Results:
- 252 unique visitors
- 20 entries

 

View the entries here: http://community.starhub.com/t5/ideas/v2/ideaexchangepage/blog-id/CNY-AuspiciousDishes-Contest/tab/m...


Female segment – Ask the beauty experts and Lady First community activation


Lady First didn’t just fulfil our Social TV agenda (above). It also served as a content piece to drive participation from the Female segment. Please refer to the Social TV segment above for results.

 

Travel Segment - Crowdsourcing of itineraries


In conjunction with the year-end holidays, travel plans follow with fervor. StarHub recognized this and tapped into the myriad of vacationers planning their getaways. Through Community, StarHub encouraged members to share their upcoming travel itineraries and get their friends to vote for them. However, no touristy itineraries were allowed. Anyone can head to the Eiffel Tower. Plans shared had to unveil lesser known foreign destinations like jungle trekking in Cambodia and local coffee shops in Vietnam, and more.

 

3 winners snagged a total of $2,000 Chan Brother Travel Gift Vouchers. (3rd prize: $400, 2nd prize: $600, and 1st prize: $1,000.)


Results:
- 1,404 unique visitors
- 29 entries


After the contest ended, we created an Interest Group on StarHub Community with the crowd-sourced travel itineraries so visitors can continue to discuss and share their ideas.

http://community.starhub.com/t5/General-Travel-Discussion/bd-p/travel

 

Elderly segment – Active Ageing Hackathon Phase 1

 

The StarHub Golden Gurus initiative saw campaigns rolled-out on the Community targeted at including senior citizens in the online conversation. The brand appreciated that seniors often felt left behind and clueless when it came to IT, new media, the internet and the likes. Golden Gurus sought out seniors who were well versed in the intricacies of technology to coerce and train their peers.

 

The Active Ageing Hackathon paired StarHub Community members with UP Singapore members to bring together experts, researchers, marketers, designers and developers over one weekend from 16 - 18 Aug 2013 to develop prototypes of solutions to improve the lives of our Seniors in Singapore. 2 best ideas clinched a Samsung GALAXY Tab 2 7.0 Tab each.

 

Results:
- 988 unique visitors
- 97 entries
- 2,305 votes

 

View the entries here: http://community.starhub.com/t5/Closed-Active-Ageing-Hackathon/idb-p/activeageinghackathon

 

Elderly segment – Active Ageing Hackathon Phase 2

 

In a follow-up to the submissions from phase 1, we displayed the submitted prototypes on the Community and asked people to vote for their favourite ones on the forum, giving them the power of influence in helping the prototypes become a reality. 10 $50 StarHub vouchers were given away to lucky voters.

 

Results:
- 106 unique visitors
- 381 votes

 

Community post:
http://community.starhub.com/t5/Closed-Active-Ageing-Hackathon/idb-p/activeageinghackathonphase2

 

4) Sponsorship - Digital Engagement Strategy


Kim Soo Hyun


In a typical sponsorship deal where a celebrity is involved, fans rarely get the chance to revel in the thick of the action. StarHub Community however, gives them a unique digital platform where their shared content is logged, consolidated and seen by all – giving them the airtime to unabashedly show off their love for the star.


Popular Korean celebrity Kim Soo Hyun commands legions of fans in Singapore. We set out to give his fans an avenue to shout about their adoration by showcasing their “die-hardness”. All they had to do was to get creative with photos, videos and more and the best entries would win a pair of passes to an exclusive fan-meet.


Total entries: 60 within just 4 days


http://community.starhub.com/t5/StarHub-Community-Announcements/CONTEST-Get-Your-Wish-Granted-by-Kim...

 

For those who had passes in hand, we leveraged the selfie trend to get fans to take creative photos of themselves with ticket stubs for a chance to have Kim Soo Hyun call them on their phone during the event to join him on stage and grant their one wish with him.


Total entries: 181 within just 9 days


http://community.starhub.com/t5/Get-Your-Wish-Granted-by-Kim-Soo/I-m-a-Ticket-Holder/idip/
74679#U74679


5) Influencer and Advocacy strategy


Among the thousands on StarHub Community, there lies a select few who shine. A select few who spend countless hours on the Community for the sole purpose of helping others – through troubleshooting, moderating conversation threads, and even defending the brand when “bashing” arises. These heroes – influencers and brand advocates - are recognized by the brand and invited to the Sparklers Club.

 

We put in place a gamification framework identify Community members and advocates and invite them into the Club in order to be groomed as brand guardians.

 

To encourage this behavior, a value-exchange was set up. As a Sparkler, one would be able to attend get-togethers to meet, greet and share ideas for improving the Community. Sparklers are also regularly engaged for co-creation, ideation and market research, giving them the opportunity to feel like a part of the brand, making the Community a fun and meaningful place to be and contributing to its ultimate growth and success.

 

 

Watch this video introducing the Sparklers Club! http://youtu.be/luUmeumI5YQ


More info: http://community.starhub.com/t5/StarHub-Community-Blog/StarHub-Community-welcomes-its-1-000-000th-unique-visitor/ba-p/58529

 

6) Loyalty strategy


StarHub Community Rewards Phase 1

 

In conjunction with the 1st anniversary of StarHub Community, we partnered with 15 different lifestyle and F&B brands, with exclusive members-only offers. For purposes of the redemption, we created a mobile browser app, from which fans could flash offers to merchants (following a sign-up through Community) in order to enjoy respective perks.


Results:
- 3,606 participants, 2,547 new SHC members through this app, 434 offers redeemed across the period of 3 months (Oct – Dec 2013)
- 11,601 unique visitors, 14,550 visits, 753 StarHub Facebook page likes Jackpot Bonanza

 

The objective of Jackpot Bonanza was member acquisition. A total of 198 prizes worth $10,000 were up for grabs through a specially designed digital slot machine.


Every player was given 10 chances to spin. The catch was this – if they’d run out of chances, they were then required to perform social tasks like tweet, invite friends or sign up on StarHub Community to get extra chances.


Results:
- 6,205 people played Jackpot Bonanza, 1,752 new SHC registrations
- 700 tweets, 1,331 Facebook invites.
- 11,502 unique visitors, 21,299 visits

 

 

7) Partnership strategy


StarHub entered into a partnership with Marina Bay Sands in support of the Annie Leibovitz exhibition. A contest will be launched on 5 May, targeting photography enthusiasts on Community, inviting them to reenact a rendition of selected Leibovitz works.


The best photo will win tickets to the Annie Leibovitz exhibition at ArtScience Museum and a night’s stay at the Marina Bay Sands Hotel including access to the rooftop infinity pool.


Company: StarHub 

Entry submitted by: Darren Choo (darren) AVP of Social CRM

Community: StarHub Community (http://community.starhub.com/)

Lithy category: Digital Strategy Leader

 

StarHub Community, together with our social media agency Vocanic has implemented a stellar digital strategy which no other brand on the Lithium platform has done before. We have made StarHub Community the go-to platform for user discussion on all things StarHub: Social TV, Social Sales, Engagement of Segments, Sponsorship, cultivating Influencers & Advocates, nurturing Loyalty and building Partnerships. Our initiatives have been recognized and we have won industry accolades in Singapore: Best use of Brand Advocacy (Gold) at the Loyalty & Engagement Awards 2013 and Excellence in Loyalty Marketing (Silver) at the Marketing Excellence Awards 2013. Read the details below. 

 

As Singapore's fully integrated infocommunications company, StarHub offers a full range of information, communications and entertainment services for both consumer and corporate markets.

 

With the aim of providing every person, home and business in Singapore with world-class multimedia services and content, StarHub operates a mobile network that provides 4G, 3G and 2G services, manages an island-wide HFC (Hybrid Fibre-Coaxial) network that delivers multi-channel pay TV services, as well as ultra-high speed residential broadband services.


In a bid to further enhance our relationship with customers, it was decided that improving and reinforcing the way we handled customer service, was key. Simply put, the traditional customer service call-centre system needed to be revamped, to take advantage of the power of Social Media.


In so doing, StarHub was able to tap into the vast prowess of peer-to-peer support, eliminating the need for customers to call in. The strategy unearthed unlimited potential going beyond customer service to touch on topics relating to Human Resource, Content Marketing, Sponsorship Deals, Marketing Communications and Direct Marketing just to name a few.


The results across the board have been phenomenal, with the industry recognizing the value and effectiveness of our Lithium-supported Social Strategy as evident from the following accolades:


• Loyalty & Engagement Awards 2013 – Best Use of Brand Advocacy (Gold)
• Marketing Excellence Awards 2013 – Excellence in Loyalty Marketing (Silver)

 

What were the goals?


We wanted to position StarHub as a company that listens, understands, cares for our customers and the Singapore community. At the same time, we acknowledge that endorsements are often regarded to be more credible and objective when they come from third parties that do not have a stake in the business.


In creating a new platform, it was crucial that it be instrumental in cultivating brand advocates, where in times of need, users could step in to defend the brand on our behalf from the “bashing” conducted by others. It was to also be a sanctuary for frank opinions, transparency and a hotbed for equipment testing by our loyal customers.


Hence, the aim was to create a community managed by consumers, for the consumers and moderated by StarHub.


StarHub Community would present a centralized platform for existing customers to turn to should they have any StarHub product or service-related problems. There, they would be able to access to a wealth of user-generated trouble-shooting tips, solutions, general information and more.

 

In harnessing the community for support, the secondary goals were to reduce budget spent to hire and train call-centre personnel, and at the same time increase efficiency in addressing technical issues.


In addition, the community would serve as the go-to place for StarHub news updates regarding new handset releases, promotions, cable television show discussions and more. For the ladies, it served as a rallying point to take part in contests and promotions tied in with Lady First Singapore – franchised from Taiwan’s leading lifestyle magazine show.


StarHub Community as a whole would stand as a lifestyle hub for the masses.


The launch of the Lithium based StarHub Community presented us with the opportunity to develop a whole array of campaigns and activations that strived towards a singular endpoint – to drive brand advocacy.


StarHub embarked on an enthusiastic digital marketing programme.


The Community gave us the fans and an avenue for us to engage in a meaningful 2-way conversation with them. Further to that however, we were able to tap into their likes and dislikes, problems, issues, challenges and even suggestions to improve our offerings. The wealth of information garnered allowed StarHub as a brand to tailor our marketing strategies to meet, and more importantly match our fans interests – to give them what they want, not what we want to sell. It gave us the ability to:


• Roll out Social and Community activations for sponsorships
• Develop content based on popular television programmes, translated to offline activities (Social TV)
• Perform segment marketing and social sales, e.g. listing a Recontract thread to ask questions and harvest opinions before putting forth a call-to-action for consumers to renew StarHub services
• Provide a channel for customers to “self-help”, with crowd-sourced expertise on troubleshooting.

 

1) Social TV


StarHub cable television provides a colourful and energetic tapestry of entertainment that constantly engages with consumers. The proposition for Social TV was to tap into this buzz, taking it offline to drive participation on StarHub Community.

 

As part of the brand’s 2-year SCRM roadmap, we aimed to promote product and service launches through Social Media. StarHub has gone into production of its own content and StarHub Community was seen as the perfect opportunity to drive exposure and engagement.


Lady first


Background: At the beginning, it was found that StarHub Community was rife with male-skewed content, e.g. mobile phones, routers, gadgets discussions and more. This campaign was launched to drive females to the site.


We sent out emails that led customers to perform a simple survey in order to ascertain interests. We targeted females whose interests included beauty, makeup, fashion, hairstyling and write their own blogs. The survey acted as a filtering process to find legitimate female bloggers. 20 bloggers were then invited to attend a briefing where they received topics and social tasks to share with their followers that in turn led to activities, conversations and buzz on the Community.


Results:
- 7,143 unique visitors to StarHub Community’s Lady First board
- 470 Topics written
- 1,274 replies to topics
- Out of 20 original bloggers, 5 remain active to this day, close to 1 year after the activation. 2 of them are members of our Sparklers super user group.

 

The success of the drive to include the female target audience in the conversation prompted the brand to plan for and launch a sequel activation set to take place mid-2014.


Link to Winners Announcement post: http://community.starhub.com/t5/StarHub-Community-Announcements/Lady-First-Bloggers-Challenge-Winner...

 

Oscars – Predict the Winners


Background: The Academy Awards is a big annual event, televised live globally and watched by many in Singapore. In order to ramp the viewership up on the programme further, we decided to tap into the crowd in the Community for their Oscar predictions.


The mechanic was simple. Fans needed to submit their predictions for the winners of 4 categories – Best Actor, Best Actress in a Leading Role, Best Picture and Best Animated Feature. Get them right, and they would stand a chance to win a Samsung Galaxy Tab 2 7.0.


In just 5 days we received:
• 259 Entries (from original target of 5) by 151 participants
• 448 votes
• 1,700 Likes, 141 Comments and 57 Shares on our Facebook post about the campaign

 

Check out the entries here: http://community.starhub.com/t5/Closed-2014-Oscars/idb-p/2014-Oscars

 

HITS TV – crowd source for which shows to air next

 

Best way to make fans happy? Give them what they want. That’s exactly what HITS TV set out to do, by crowdsourcing all-time favourite TV shows that may have ended their runs but which people love and miss.


We asked people to submit and vote for the TV shows they’d like HITS to air in the coming months. The idea should fit HITS’s DNA: epic characters, riveting stories, cult following, multiple seasons.


Top Prizes: A Samsung GALAXY Tab 3 7.0, vouchers to Resorts World Sentosa, Sephora vouchers


In addition to posts on StarHub’s social media platforms, the HITS channel on StarHub TV even ran a TVC promoting the contest: http://youtu.be/09GdqFRdP_Q

 

Results:

 

Post on Community

http://community.starhub.com/t5/StarHub-Community-Announcements/CONTEST-ENDED-HITS-Pick-a-TV-show-and-stand-to-win-a-Samsung/m-p/65113

 

2) Social Sales

 

Background: To encourage recontracts, customers needed to feel the want to. Social Sales put into place a process to help existing customers make that informed choice during their zero-moment of truth (ZMOT) i.e. the step they take right before they make a purchase.


Direct mailers and eDMs were utilized to present a recontract offer that encouraged the customer to head to the Community to ask questions about the offer and get opinions. Community managers on Community then responded to their queries, helping them make the choice to stay with us. This thread garnered 88,000 views.

 

 

Posts on Community:
http://community.starhub.com/t5/Broadband-Recontract-Offers/StarHub-Broadband-Recontract-offer-HomeHub-and-more/m-p/21994#U21994
http://community.starhub.com/t5/Hubbing/100-Mbps-Cable-and-200-Mbps-Fibre-HomeHub-plans-now-availabl...
http://community.starhub.com/t5/TV-Recontract-Offer/StarHub-TV-Recontract-Offer/m-p/35619#U35619


3) Segment Engagement Strategy


Background: In order to diversify conversation threads and subjects in the Community beyond technology, the brand tapped into the various likes and interests harboured by fans to create and list lifestyle content.


This produced two long-term advantages. First, we were able – through the information gathered – develop a knowledge base that gave us an insight into our customers. This would allow us to tailor marketing strategies accordingly. Secondly, with this knowledge at our disposal, we were able to effectively take the conversation to our customers, speak in a language they appreciate, and harvest a meaningful relationship.


Food segment – Auspicious dishes


Background: StarHub’s Hubalicious - a gastronomic extravaganza that celebrates all things food – is a testament for the brand’s love for food. And since food holds a special place in the hearts of Singaporeans, the opportunity presented itself, to reach out to consumers via gastronomy.


StarHub leveraged on the Chinese New Year festivities to invite fans to share their celebrations with food. It was a call for foodies to unite, to showcase home-made treats and dishes. The top-voted entry walked away with a Samsung GALAXY S4 (LTE), while consolation prizes were made up of 8 $50 Resorts World Sentosa vouchers.


Results:
- 252 unique visitors
- 20 entries

 

View the entries here: http://community.starhub.com/t5/ideas/v2/ideaexchangepage/blog-id/CNY-AuspiciousDishes-Contest/tab/m...


Female segment – Ask the beauty experts and Lady First community activation


Lady First didn’t just fulfil our Social TV agenda (above). It also served as a content piece to drive participation from the Female segment. Please refer to the Social TV segment above for results.

 

Travel Segment - Crowdsourcing of itineraries


In conjunction with the year-end holidays, travel plans follow with fervor. StarHub recognized this and tapped into the myriad of vacationers planning their getaways. Through Community, StarHub encouraged members to share their upcoming travel itineraries and get their friends to vote for them. However, no touristy itineraries were allowed. Anyone can head to the Eiffel Tower. Plans shared had to unveil lesser known foreign destinations like jungle trekking in Cambodia and local coffee shops in Vietnam, and more.

 

3 winners snagged a total of $2,000 Chan Brother Travel Gift Vouchers. (3rd prize: $400, 2nd prize: $600, and 1st prize: $1,000.)


Results:
- 1,404 unique visitors
- 29 entries


After the contest ended, we created an Interest Group on StarHub Community with the crowd-sourced travel itineraries so visitors can continue to discuss and share their ideas.

http://community.starhub.com/t5/General-Travel-Discussion/bd-p/travel

 

Elderly segment – Active Ageing Hackathon Phase 1

 

The StarHub Golden Gurus initiative saw campaigns rolled-out on the Community targeted at including senior citizens in the online conversation. The brand appreciated that seniors often felt left behind and clueless when it came to IT, new media, the internet and the likes. Golden Gurus sought out seniors who were well versed in the intricacies of technology to coerce and train their peers.

 

The Active Ageing Hackathon paired StarHub Community members with UP Singapore members to bring together experts, researchers, marketers, designers and developers over one weekend from 16 - 18 Aug 2013 to develop prototypes of solutions to improve the lives of our Seniors in Singapore. 2 best ideas clinched a Samsung GALAXY Tab 2 7.0 Tab each.

 

Results:
- 988 unique visitors
- 97 entries
- 2,305 votes

 

View the entries here: http://community.starhub.com/t5/Closed-Active-Ageing-Hackathon/idb-p/activeageinghackathon

 

Elderly segment – Active Ageing Hackathon Phase 2

 

In a follow-up to the submissions from phase 1, we displayed the submitted prototypes on the Community and asked people to vote for their favourite ones on the forum, giving them the power of influence in helping the prototypes become a reality. 10 $50 StarHub vouchers were given away to lucky voters.

 

Results:
- 106 unique visitors
- 381 votes

 

Community post:
http://community.starhub.com/t5/Closed-Active-Ageing-Hackathon/idb-p/activeageinghackathonphase2

 

4) Sponsorship - Digital Engagement Strategy


Kim Soo Hyun


In a typical sponsorship deal where a celebrity is involved, fans rarely get the chance to revel in the thick of the action. StarHub Community however, gives them a unique digital platform where their shared content is logged, consolidated and seen by all – giving them the airtime to unabashedly show off their love for the star.


Popular Korean celebrity Kim Soo Hyun commands legions of fans in Singapore. We set out to give his fans an avenue to shout about their adoration by showcasing their “die-hardness”. All they had to do was to get creative with photos, videos and more and the best entries would win a pair of passes to an exclusive fan-meet.


Total entries: 60 within just 4 days


http://community.starhub.com/t5/StarHub-Community-Announcements/CONTEST-Get-Your-Wish-Granted-by-Kim...

 

For those who had passes in hand, we leveraged the selfie trend to get fans to take creative photos of themselves with ticket stubs for a chance to have Kim Soo Hyun call them on their phone during the event to join him on stage and grant their one wish with him.


Total entries: 181 within just 9 days


http://community.starhub.com/t5/Get-Your-Wish-Granted-by-Kim-Soo/I-m-a-Ticket-Holder/idip/
74679#U74679


5) Influencer and Advocacy strategy


Among the thousands on StarHub Community, there lies a select few who shine. A select few who spend countless hours on the Community for the sole purpose of helping others – through troubleshooting, moderating conversation threads, and even defending the brand when “bashing” arises. These heroes – influencers and brand advocates - are recognized by the brand and invited to the Sparklers Club.

 

We put in place a gamification framework identify Community members and advocates and invite them into the Club in order to be groomed as brand guardians.

 

To encourage this behavior, a value-exchange was set up. As a Sparkler, one would be able to attend get-togethers to meet, greet and share ideas for improving the Community. Sparklers are also regularly engaged for co-creation, ideation and market research, giving them the opportunity to feel like a part of the brand, making the Community a fun and meaningful place to be and contributing to its ultimate growth and success.

 

 

Watch this video introducing the Sparklers Club! http://youtu.be/luUmeumI5YQ


More info: http://community.starhub.com/t5/StarHub-Community-Blog/StarHub-Community-welcomes-its-1-000-000th-unique-visitor/ba-p/58529

 

6) Loyalty strategy


StarHub Community Rewards Phase 1

 

In conjunction with the 1st anniversary of StarHub Community, we partnered with 15 different lifestyle and F&B brands, with exclusive members-only offers. For purposes of the redemption, we created a mobile browser app, from which fans could flash offers to merchants (following a sign-up through Community) in order to enjoy respective perks.


Results:
- 3,606 participants, 2,547 new SHC members through this app, 434 offers redeemed across the period of 3 months (Oct – Dec 2013)
- 11,601 unique visitors, 14,550 visits, 753 StarHub Facebook page likes Jackpot Bonanza

 

The objective of Jackpot Bonanza was member acquisition. A total of 198 prizes worth $10,000 were up for grabs through a specially designed digital slot machine.


Every player was given 10 chances to spin. The catch was this – if they’d run out of chances, they were then required to perform social tasks like tweet, invite friends or sign up on StarHub Community to get extra chances.


Results:
- 6,205 people played Jackpot Bonanza, 1,752 new SHC registrations
- 700 tweets, 1,331 Facebook invites.
- 11,502 unique visitors, 21,299 visits

 

 

7) Partnership strategy


StarHub entered into a partnership with Marina Bay Sands in support of the Annie Leibovitz exhibition. A contest will be launched on 5 May, targeting photography enthusiasts on Community, inviting them to reenact a rendition of selected Leibovitz works.


The best photo will win tickets to the Annie Leibovitz exhibition at ArtScience Museum and a night’s stay at the Marina Bay Sands Hotel including access to the rooftop infinity pool.

Status:
2014 Lithy Submission

Lithys 2014: EE - Digital Strategy Leader

By JaniceK

Lithys 2014: EE - Digital Strategy Leader

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-25-2014 01:45 PM - last edited on ‎04-28-2014 08:54 AM by JulieH

Company: EE 

Entry submitted by: Ben Kay (BenKay) Head of Digital Strategy & Social

Community: EE Community (Community.ee.co.uk) 

Lithy category: Digital Strategy Leader

 

 

As part of a company-wide program to become #1 for Service within our sector, we have taken the opportunity to focus the EE Community and deliver clear (and ambitious) benefits to the organization. While our community is 18 months old, it is only within the last 6 months that we have made some real, demonstrable progress and are delivering operational savings back to EE.

 

 

Our strategy for developing the community is based on the Lithium benefits methodology of call deflection. At the start of 2014, we set out a clear ambition (dubbed our 2-3-4 strategy):

  • 2 x Volume of topics created
  • 3 x The volume of traffic Y-o-Y
  • 1 in 4 topics resulting in an approved solution

 

 

Through this clear articulation of the targets, we have built a robust business case that has been shared throughout the organization and is tracked week on week. We are completely transparent with our performance and the benefits we are delivering. This simplicity and transparency has engaged parts of the business previously unaware (and skeptical) of the community and has garnered a large amount of support for our cause.

 

This support has opened doors to a new level of transparency between our brand and our customers. This transparency is demonstrated by our being open and honest with our community members when there are system/network issues, or when we recently changed terms and conditions and also when we announced a price rise. The benefits have been both intangible and tangible.

  • Intangible:
    • Real-time feedback from community on hot topics
    • Platform for transparency when we are experiencing system issues
  • Tangible
    • Traffic is up 50% in 4months - Peaking at 300% uplift in traffic at certain points
    • Best ever performing thread - 100k views in 24hour period
    • Continuing on this trajectory we will see exceed traffic target by 30% in 2014
    • Topics started exceeding target by approx 30%
    • Approved Solution Rate exceeding target week on week by up to 40%
    • Number of customers no longer needing to call us  - Currently at 130% of YTD Target

Without Lithium we would not have been able to act (and react) in real-time. The flexibility of the platforms allows us to publish content, manage interactions and provide real-time insight back to the business in order to inform better business decision making.

 

Our 2-3-4 strategy has provided a clear platform both internally and when working with Lithium. In our recent QBR, it allowed me to work with our Exec Sponsor to ensure that all parties are 100% on the priorities, opportunities and plans. This alignment aids collaboration and ultimately project delivery and business realization.

 

Through a simple, clear and consistent strategy we have seen:

  • Dramatic reduction in the time to respond to customer interactions – Time to respond has dropped by 95%
  • Average Agent Handle Time for Social Interaction down by 8%
  • Reduction in inbound customer service support calls 

 

 


Company: EE 

Entry submitted by: Ben Kay (BenKay) Head of Digital Strategy & Social

Community: EE Community (Community.ee.co.uk) 

Lithy category: Digital Strategy Leader

 

 

As part of a company-wide program to become #1 for Service within our sector, we have taken the opportunity to focus the EE Community and deliver clear (and ambitious) benefits to the organization. While our community is 18 months old, it is only within the last 6 months that we have made some real, demonstrable progress and are delivering operational savings back to EE.

 

 

Our strategy for developing the community is based on the Lithium benefits methodology of call deflection. At the start of 2014, we set out a clear ambition (dubbed our 2-3-4 strategy):

  • 2 x Volume of topics created
  • 3 x The volume of traffic Y-o-Y
  • 1 in 4 topics resulting in an approved solution

 

 

Through this clear articulation of the targets, we have built a robust business case that has been shared throughout the organization and is tracked week on week. We are completely transparent with our performance and the benefits we are delivering. This simplicity and transparency has engaged parts of the business previously unaware (and skeptical) of the community and has garnered a large amount of support for our cause.

 

This support has opened doors to a new level of transparency between our brand and our customers. This transparency is demonstrated by our being open and honest with our community members when there are system/network issues, or when we recently changed terms and conditions and also when we announced a price rise. The benefits have been both intangible and tangible.

  • Intangible:
    • Real-time feedback from community on hot topics
    • Platform for transparency when we are experiencing system issues
  • Tangible
    • Traffic is up 50% in 4months - Peaking at 300% uplift in traffic at certain points
    • Best ever performing thread - 100k views in 24hour period
    • Continuing on this trajectory we will see exceed traffic target by 30% in 2014
    • Topics started exceeding target by approx 30%
    • Approved Solution Rate exceeding target week on week by up to 40%
    • Number of customers no longer needing to call us  - Currently at 130% of YTD Target

Without Lithium we would not have been able to act (and react) in real-time. The flexibility of the platforms allows us to publish content, manage interactions and provide real-time insight back to the business in order to inform better business decision making.

 

Our 2-3-4 strategy has provided a clear platform both internally and when working with Lithium. In our recent QBR, it allowed me to work with our Exec Sponsor to ensure that all parties are 100% on the priorities, opportunities and plans. This alignment aids collaboration and ultimately project delivery and business realization.

 

Through a simple, clear and consistent strategy we have seen:

  • Dramatic reduction in the time to respond to customer interactions – Time to respond has dropped by 95%
  • Average Agent Handle Time for Social Interaction down by 8%
  • Reduction in inbound customer service support calls 

 

 

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