Lithys: Digital Customer Excellence Awards

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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:
2015 Lithy Submission

Lithys 2015: Vodafone UK - Social ROI Titan

By JaniceK

Company: Vodafone UK 

Entry submitted by: James Butler (Butlerj7) Digital Product Manager

Community: Vodafone UK eForum Community (http://forum.vodafone.co.uk/)

Lithy category: Social ROI Titan

 

Vodafone is one of the world's leading mobile communications providers, operating in more than 30 countries and in partnership with networks in over 40 more. Across the world, we have almost 360 million customers and around 19 million in the UK.

 

Primary Objectives for 2014

  • Improve deflection from assisted service channels [Calls, LiveChat]
  • Improve commercial leads
  • Increase community engagement

 

Improve deflection from assisted service channels [Calls, LiveChat]

  • Community deflection from assisted channels increased in FY 14/15 by 2.4% YoY to 22.8%. Deflecting 2.2 million customers from assisted service channels.

 

How we achieved this:

  • Increase visibility of solved topics: In the three months after optimisation the total number of solutions had increased by 18% and total solution visits had increased by 16%.

 

  • Increased traffic to self-serve content: Traffic from Contact Us page to Community increased by 41% YoY as more customers select it as channel of choice. Since launching new custom component functionality in Sep 2014, 21,000 visitors have navigated directly to self-serve tools.

 

Improve commercial leads

  • In FY 14/15, on average, 800 orders a month visit the Community on their way to checkout.

 

How we achieved this:

  • Promotion of new devices and services: Custom component banners are seen by 130,000 visitors a week, generating high CTR and awareness.

  • Blog content integrated: Rich content added into blog templates on the Community driving further awareness and encouraging discussions. 

 

Increase community engagement

  • In Aug 2014 we launched the Premium Gameification module, with 26 badges and a review of our on-boarding experience. Since launched, 205,529 badges have been awarded, with 10 new members identified and added to our nurturing programme to develop Super Users.

 

Here is an overview of their activity since registering [Aug 14 – Mar 15]:

Number of Posts

354

Total Posts Read

14050

Gross Thanks Given

127

Gross Thanks Received

496

Total Minutes Online

6778

Accepted Solutions

11

Total Sign ins

439

 

How we achieved this:

  • Use bespoke functionality to identify potential Super Users: New members must achieve the first 5 ‘core functionality’ badges before unlocking further badges [Post, Reply, Give Kudos, Receive Kudos, and Update Profile]. This means that highly engaged users are identified early.

Additional business results

 

After launching Premium Gameification, we observed an increase in engagement across all of the core activities we targeted, with a 20% increase in kudos and a 7% increase in solutions.

 

3 months before

3 months after

Topics

4,466

5,590

Replies

28,777 [6.4 Replies per Topic]

35,319 [6.3 Replies per Topic]

Kudos

16,540 [3.7 Kudos per Topic]

19,845 [3.6 Kudos per Topic]

Solutions

588 [0.1 Solutions per Topic]

634 [0.1 Solutions per Topic]

Total Tagged Messages

928

978

                       

In order to earn the Welcome to the Community badge, awarded for completing the first 5 ‘core functionality’ badges, members would need to fill out a profile bio.

 

Of the new members who we identified as potential new super users, the vast majority of them personalised their avatar, give a detailed biography and completed all other relevant fields [what device do you have, are you PAYG or PAYM customer]. Here are some great examples:

 

 


Company: Vodafone UK 

Entry submitted by: James Butler (Butlerj7) Digital Product Manager

Community: Vodafone UK eForum Community (http://forum.vodafone.co.uk/)

Lithy category: Social ROI Titan

 

Vodafone is one of the world's leading mobile communications providers, operating in more than 30 countries and in partnership with networks in over 40 more. Across the world, we have almost 360 million customers and around 19 million in the UK.

 

Primary Objectives for 2014

  • Improve deflection from assisted service channels [Calls, LiveChat]
  • Improve commercial leads
  • Increase community engagement

 

Improve deflection from assisted service channels [Calls, LiveChat]

  • Community deflection from assisted channels increased in FY 14/15 by 2.4% YoY to 22.8%. Deflecting 2.2 million customers from assisted service channels.

 

How we achieved this:

  • Increase visibility of solved topics: In the three months after optimisation the total number of solutions had increased by 18% and total solution visits had increased by 16%.

 

  • Increased traffic to self-serve content: Traffic from Contact Us page to Community increased by 41% YoY as more customers select it as channel of choice. Since launching new custom component functionality in Sep 2014, 21,000 visitors have navigated directly to self-serve tools.

 

Improve commercial leads

  • In FY 14/15, on average, 800 orders a month visit the Community on their way to checkout.

 

How we achieved this:

  • Promotion of new devices and services: Custom component banners are seen by 130,000 visitors a week, generating high CTR and awareness.

  • Blog content integrated: Rich content added into blog templates on the Community driving further awareness and encouraging discussions. 

 

Increase community engagement

  • In Aug 2014 we launched the Premium Gameification module, with 26 badges and a review of our on-boarding experience. Since launched, 205,529 badges have been awarded, with 10 new members identified and added to our nurturing programme to develop Super Users.

 

Here is an overview of their activity since registering [Aug 14 – Mar 15]:

Number of Posts

354

Total Posts Read

14050

Gross Thanks Given

127

Gross Thanks Received

496

Total Minutes Online

6778

Accepted Solutions

11

Total Sign ins

439

 

How we achieved this:

  • Use bespoke functionality to identify potential Super Users: New members must achieve the first 5 ‘core functionality’ badges before unlocking further badges [Post, Reply, Give Kudos, Receive Kudos, and Update Profile]. This means that highly engaged users are identified early.

Additional business results

 

After launching Premium Gameification, we observed an increase in engagement across all of the core activities we targeted, with a 20% increase in kudos and a 7% increase in solutions.

 

3 months before

3 months after

Topics

4,466

5,590

Replies

28,777 [6.4 Replies per Topic]

35,319 [6.3 Replies per Topic]

Kudos

16,540 [3.7 Kudos per Topic]

19,845 [3.6 Kudos per Topic]

Solutions

588 [0.1 Solutions per Topic]

634 [0.1 Solutions per Topic]

Total Tagged Messages

928

978

                       

In order to earn the Welcome to the Community badge, awarded for completing the first 5 ‘core functionality’ badges, members would need to fill out a profile bio.

 

Of the new members who we identified as potential new super users, the vast majority of them personalised their avatar, give a detailed biography and completed all other relevant fields [what device do you have, are you PAYG or PAYM customer]. Here are some great examples:

 

 

Status:
2016 Lithy Submission

Lithys 2016: Vodafone Spain - Social ROI Titan

By JaniceK

Lithys 2016: Vodafone Spain - Social ROI Titan

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-27-2016 03:33 PM - last edited on ‎05-03-2016 08:30 AM by Moderator Moderator

ybgfv.pngCompany: Vodafone Spain    

Contact: Alejandro Moreno ( Community Manager)

Community: Foro Vodafone 

Lithy category:  Social ROI Titan

 

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

 

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

 

Our 2015 goals for our  Lithium-powered community 

 

Our target are:

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

 

Our focus areas and tactics to meet our goals

 

The changes we have made:  

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

 

Our results

 

Our achievements during 2015 were:  

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

 

a.png


ybgfv.pngCompany: Vodafone Spain    

Contact: Alejandro Moreno ( Community Manager)

Community: Foro Vodafone 

Lithy category:  Social ROI Titan

 

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

 

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

 

Our 2015 goals for our  Lithium-powered community 

 

Our target are:

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

 

Our focus areas and tactics to meet our goals

 

The changes we have made:  

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

 

Our results

 

Our achievements during 2015 were:  

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

 

a.png

Status:
2015 Lithy Submission

Lithys 2015: Telefonica Movistar - Social ROI Tita...

By JaniceK

Lithys 2015: Telefonica Movistar - Social ROI Titan

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-21-2015 10:05 PM - edited ‎04-23-2015 08:24 AM

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

Community: Comunidad Movistar (comunidad.movistar.es

Lithy category: Social ROI Titan

 

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 21 countries. As of December 2014, Telefónica’s total number of customers amounted to 341 million.

 

Our 2014 goals with Total Community were call deflection, CSI improvement, cost savings (LSW) , and increased visits.

 

We achieved great results in 2014 and 2015.

 

First, here are some definitions on how we calculated our results:
        - Encuentran: (average) # of visitors who found the information they were looking for when they accessed the Community via Google.

        - 1004 (our call center telephone number): Through the survey we offer to our Community visitors, we look at the number of those who said they found the information they were looking for. X% said they would’ve called 1004 (call center) if they hadn’t found the information in the Community, and that is how we determine our call deflection figure.
        - Precio (price): 3€ is the average cost per attention in our call center * calls= x *12 months. 3€ is the average cost of a call center call. For example, in 2014 we saved 16.404.550€.
        - Ahorro (savings): In 2014, we saved 18,142,377 € mostly due to Community. In 2014, we weren´t using LSW yet. In addition, we have improved our # of visits.

 

We finished 2014 with the following results:

- 15,189,399 visits
- 60% of the visitors (or 9,113,639 visitors) said they were able to find the information they needed 
- 60% of those who found the information they were looking for (or 5,468,183 people) said would have called our call center (1004) if they had not found the information in the Community. 
- 3€ per call = 16.404.550€ savings in 2014 from call deflection

 

A visual of our ROI model:

 

 

Additional business objectives that we achieved

 

With the SEO community strategy, we have been able to place top search terms such as 4G, Fiber, FTTH in top places of Google searches. By achieving a top SEO position for our strategic terms/words, you can also get commerical leads from those searches (we have links to our home site from the best positioned posts regarding those terms). We can also get servicing as far as we also get high SEO positions with searches related to servicing, such as PUK, Router Keyword, etc...all of which means less calls to our call center. As a result of this (and not only due to Community but partly), Movistar is not only the most mentioned company on the Internet but also the one with the best tonality.

We are the leading telecommunication community in Spain with visits that doubles the competition combined.

We also are in the Top5 Telco Lithium communities (CHI).

 


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

Community: Comunidad Movistar (comunidad.movistar.es

Lithy category: Social ROI Titan

 

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 21 countries. As of December 2014, Telefónica’s total number of customers amounted to 341 million.

 

Our 2014 goals with Total Community were call deflection, CSI improvement, cost savings (LSW) , and increased visits.

 

We achieved great results in 2014 and 2015.

 

First, here are some definitions on how we calculated our results:
        - Encuentran: (average) # of visitors who found the information they were looking for when they accessed the Community via Google.

        - 1004 (our call center telephone number): Through the survey we offer to our Community visitors, we look at the number of those who said they found the information they were looking for. X% said they would’ve called 1004 (call center) if they hadn’t found the information in the Community, and that is how we determine our call deflection figure.
        - Precio (price): 3€ is the average cost per attention in our call center * calls= x *12 months. 3€ is the average cost of a call center call. For example, in 2014 we saved 16.404.550€.
        - Ahorro (savings): In 2014, we saved 18,142,377 € mostly due to Community. In 2014, we weren´t using LSW yet. In addition, we have improved our # of visits.

 

We finished 2014 with the following results:

- 15,189,399 visits
- 60% of the visitors (or 9,113,639 visitors) said they were able to find the information they needed 
- 60% of those who found the information they were looking for (or 5,468,183 people) said would have called our call center (1004) if they had not found the information in the Community. 
- 3€ per call = 16.404.550€ savings in 2014 from call deflection

 

A visual of our ROI model:

 

 

Additional business objectives that we achieved

 

With the SEO community strategy, we have been able to place top search terms such as 4G, Fiber, FTTH in top places of Google searches. By achieving a top SEO position for our strategic terms/words, you can also get commerical leads from those searches (we have links to our home site from the best positioned posts regarding those terms). We can also get servicing as far as we also get high SEO positions with searches related to servicing, such as PUK, Router Keyword, etc...all of which means less calls to our call center. As a result of this (and not only due to Community but partly), Movistar is not only the most mentioned company on the Internet but also the one with the best tonality.

We are the leading telecommunication community in Spain with visits that doubles the competition combined.

We also are in the Top5 Telco Lithium communities (CHI).

 

Status:
2016 Lithy Submission

Lithys 2016: dtac - Social ROI Titan

By JaniceK

Lithys 2016: dtac - Social ROI Titan

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-27-2016 12:32 PM - last edited on ‎05-03-2016 08:32 AM by Moderator Moderator

Untitled39.pngCompany: Total Access Communication PLC

Entry submitted by: Manida Thiensiripipat (AVP Online Strategy & Analytics)

Community: dtac Online Community

Lithy Category: Social ROI Titan

 

Total Access Communication Public Company Limited, commonly known as dtac, was established in 1989. It is the second largest mobile operator in Thailand. Telenor became a shareholder of dtac in 2001. dtac was listed on the Stock Exchange of Thailand (the SET) on 22 June 2007 and became the only Thai company listed on both the Singapore Stock Exchange and the SET.

 

Our 2015 goals for Lithium-powered community implementation

 

We launched dtac online community in December 2014, so in 2015 our goals were to prove that having dtac online community can long-term gains and cost savings on service as documented in dtac business case (for budget approval for Lithium platform).

 

Our focus areas and tactics to meet our goals

 

Our primary focus were to ensure best user-journey and to increase members, super fans, engagement, useful content & solutions, and everything should be measureable.

 

Untitled40.png

Session comparison between C (community users) VS Not C who convert on online store.

 

Untitled41.png

Average Order Value comparison between C (Community Users) VS Not Community Users

 

One important tactics was analytics. We tracked user journey across platforms from online community to online store and vice versa. Moreover we created three segments between community users who convert, non-community users who convert, and all users who convert. We were able to prove conversation and content in community influenced purchase decisions of our customers resulting in transactions.

 

Moreover, we tracked average order value of community users and we found that they had an average order value (AOV) that was 60% higher than average.

 

Untitled42.png

(Translation: User “balke” asked “I just used internet for 15 days but now internet speed is throttled – can you help me solve this problem? I have to use internet for my work”

User “book2001” a soon-to-be-super-users replied: “I’d like to suggest you to use Super Non Stop package –you’ll get 10GB at only 499 baht here is the link (url) I’m sure you won’t be disappointed. Moreover, if you don’t use it all up, you can save it for your next month usage)

 

Another tactic was when we cultivated super users and “dtac buddy” (volunteer employee) to build initial hype, solutions, and content. We educated and motivated them to embed links from dtac website and/or TKB when reply to posts. Some of these links led into online conversions (as shown in above screenshot).

 

Last tactic was convincing internal organization to utilize community on R&D before or during or after the products/service launch. So in the long run, we will get a more complete 360-degree view of customer database. Moreover these members became user and product promoter because they were involved in the product.

 

For example, we invited 10 super fans to beta test an internal application before launch in a private room in the community. We received many suggestions.

 

 

Our metrics

 

  1. Community influenced online purchase conversion worth = 47,705,323 baht ($1,357,009 USD)
  2. Average Order Value (AOV) of community users = 60% higher than average
  3. Cost savings on Service Calls = 14,262,800 baht ($405,719 USD). Through intense focus on increasing TKB and accepted solutions, we were able to save costs on service calls in 2015 (exceeding savings in business case). Our measurement was based on 30% of TKB views plus 100% of accepted solution plus 30% of accepted solutions views/cost per call.
  4. Feedback & suggestions from customers = more than 6,000 piece of feedback

 

(view in My Videos)


Untitled39.pngCompany: Total Access Communication PLC

Entry submitted by: Manida Thiensiripipat (AVP Online Strategy & Analytics)

Community: dtac Online Community

Lithy Category: Social ROI Titan

 

Total Access Communication Public Company Limited, commonly known as dtac, was established in 1989. It is the second largest mobile operator in Thailand. Telenor became a shareholder of dtac in 2001. dtac was listed on the Stock Exchange of Thailand (the SET) on 22 June 2007 and became the only Thai company listed on both the Singapore Stock Exchange and the SET.

 

Our 2015 goals for Lithium-powered community implementation

 

We launched dtac online community in December 2014, so in 2015 our goals were to prove that having dtac online community can long-term gains and cost savings on service as documented in dtac business case (for budget approval for Lithium platform).

 

Our focus areas and tactics to meet our goals

 

Our primary focus were to ensure best user-journey and to increase members, super fans, engagement, useful content & solutions, and everything should be measureable.

 

Untitled40.png

Session comparison between C (community users) VS Not C who convert on online store.

 

Untitled41.png

Average Order Value comparison between C (Community Users) VS Not Community Users

 

One important tactics was analytics. We tracked user journey across platforms from online community to online store and vice versa. Moreover we created three segments between community users who convert, non-community users who convert, and all users who convert. We were able to prove conversation and content in community influenced purchase decisions of our customers resulting in transactions.

 

Moreover, we tracked average order value of community users and we found that they had an average order value (AOV) that was 60% higher than average.

 

Untitled42.png

(Translation: User “balke” asked “I just used internet for 15 days but now internet speed is throttled – can you help me solve this problem? I have to use internet for my work”

User “book2001” a soon-to-be-super-users replied: “I’d like to suggest you to use Super Non Stop package –you’ll get 10GB at only 499 baht here is the link (url) I’m sure you won’t be disappointed. Moreover, if you don’t use it all up, you can save it for your next month usage)

 

Another tactic was when we cultivated super users and “dtac buddy” (volunteer employee) to build initial hype, solutions, and content. We educated and motivated them to embed links from dtac website and/or TKB when reply to posts. Some of these links led into online conversions (as shown in above screenshot).

 

Last tactic was convincing internal organization to utilize community on R&D before or during or after the products/service launch. So in the long run, we will get a more complete 360-degree view of customer database. Moreover these members became user and product promoter because they were involved in the product.

 

For example, we invited 10 super fans to beta test an internal application before launch in a private room in the community. We received many suggestions.

 

 

Our metrics

 

  1. Community influenced online purchase conversion worth = 47,705,323 baht ($1,357,009 USD)
  2. Average Order Value (AOV) of community users = 60% higher than average
  3. Cost savings on Service Calls = 14,262,800 baht ($405,719 USD). Through intense focus on increasing TKB and accepted solutions, we were able to save costs on service calls in 2015 (exceeding savings in business case). Our measurement was based on 30% of TKB views plus 100% of accepted solution plus 30% of accepted solutions views/cost per call.
  4. Feedback & suggestions from customers = more than 6,000 piece of feedback

 

(view in My Videos)

Status:
2016 Lithy Submission

Lithys 2016: USAA - Social ROI Titan

By JaniceK

Lithys 2016: USAA - Social ROI Titan

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-12-2016 11:46 PM - last edited on ‎05-03-2016 08:40 AM by Moderator Moderator

usaa_0.pngCompany: USAA

Entry submitted by:  Bill Gerth (Director, Social Business)

Community: USAA Community

Lithy category:  Social ROI Titan

 

Organizational Background and Social ROI Goals


USAA provides its membership access to competitive products, award-winning customer service and the tools and advice they need to make critical life decisions. As a financial services organization that has served generations of military families we know the importance of excellence in customer service. In 1922 when 25 Army officers met in San Antonio, Texas and decided to insure each other's vehicles, they laid the foundation for an organization that became one of the only fully integrated financial services organizations in America serving millions of members.

 

USAA acknowledges that social media is an important member service channel. In 2015 our Board of Directors required an end of year deliverable of the establishment of a social survey channel to measure the effectiveness of social customer care. The focal point of social customer care for our membership is the discovery of their immediate needs into full resolution with superior customer care. Our members want support through their social channel of choice and USAA is committed to extending customer care on our managed and owned social properties. USAA required business solutions which set the gold standard for member handling in social channels, facilitated dialogue management and meet the unique requirements of business units in the financial services, insurance and communications industries.

 

USAA’s 2015 social customer care and social business goals were to; establish a social customer care survey (2015 Board of Directors Deliverable), expand social customer care and social business strategies to managed and owned social properties, reduce social engagement SLA by 10%, reduce social acknowledgement time by a minimum of 15%, reduce cost of enterprise social customer care internal documentation by 25%, reduce cost for customer care from social channels to internal CRM processes, validate member community engagement and product acquisition metrics.

 

ROI from Social Customer Care, Social Business Initiatives

In 2015 our partnership with Lithium and Enterprise Business Partners USAA was able to:

  • Implemented a Social Servicing Experience Survey to measure and improve overall effectiveness of the channel, response rate at 15% (2015 USAA Board of Directors Deliverable used to determine overall corporate effectiveness score).
  • Establish an enterprise social customer care SLA <30 minutes
  • Reduced social acknowledgement time by 20%, 5% over goal
  • Reduced social customer care internal documentation from 24 hours to 1 hour; time on task savings of 95%
  • Eliminate internal email as a method for routing member inquiries to experts
  • 5 FTE savings through LSW Social Handle USAA CRM Member Match technology
  • Validate Member Community engagement, eligibility and product completion metrics

 

USAA knows that online identification processes were disconnected from a member’s true identity, and dissimilar to our internal CRM systems. LSW integration with our systems provides us a 'single member profile’. This ‘single member profile’ allows USAA to associate social insights with known member information and deliver the gold standard for social customer care.

 

hgbf.png

 

Our members expect flawless interactions, regardless of the service channel, with personalized service. Our return on investment is a 95% reduction in time on task for multiple business processes and 2.5 FTE savings. USAA is effectively and efficiently recognizing our member’s preference for engagement through social media. With LSW USAA has an enterprise solution which integrates our managed properties like Facebook and Twitter with our Member Community; powered by the Lithium Community Platform. The USAA Member Community has over 300K members; this owned social property is an integral part of our social business strategy to maintain superior customer care in a member’s social channel of choice. USAA Member Community has hosted over 8M unique visits with 22% Eligibility Application Completion and 55.8% Product Application Completion Rates.


usaa_0.pngCompany: USAA

Entry submitted by:  Bill Gerth (Director, Social Business)

Community: USAA Community

Lithy category:  Social ROI Titan

 

Organizational Background and Social ROI Goals


USAA provides its membership access to competitive products, award-winning customer service and the tools and advice they need to make critical life decisions. As a financial services organization that has served generations of military families we know the importance of excellence in customer service. In 1922 when 25 Army officers met in San Antonio, Texas and decided to insure each other's vehicles, they laid the foundation for an organization that became one of the only fully integrated financial services organizations in America serving millions of members.

 

USAA acknowledges that social media is an important member service channel. In 2015 our Board of Directors required an end of year deliverable of the establishment of a social survey channel to measure the effectiveness of social customer care. The focal point of social customer care for our membership is the discovery of their immediate needs into full resolution with superior customer care. Our members want support through their social channel of choice and USAA is committed to extending customer care on our managed and owned social properties. USAA required business solutions which set the gold standard for member handling in social channels, facilitated dialogue management and meet the unique requirements of business units in the financial services, insurance and communications industries.

 

USAA’s 2015 social customer care and social business goals were to; establish a social customer care survey (2015 Board of Directors Deliverable), expand social customer care and social business strategies to managed and owned social properties, reduce social engagement SLA by 10%, reduce social acknowledgement time by a minimum of 15%, reduce cost of enterprise social customer care internal documentation by 25%, reduce cost for customer care from social channels to internal CRM processes, validate member community engagement and product acquisition metrics.

 

ROI from Social Customer Care, Social Business Initiatives

In 2015 our partnership with Lithium and Enterprise Business Partners USAA was able to:

  • Implemented a Social Servicing Experience Survey to measure and improve overall effectiveness of the channel, response rate at 15% (2015 USAA Board of Directors Deliverable used to determine overall corporate effectiveness score).
  • Establish an enterprise social customer care SLA <30 minutes
  • Reduced social acknowledgement time by 20%, 5% over goal
  • Reduced social customer care internal documentation from 24 hours to 1 hour; time on task savings of 95%
  • Eliminate internal email as a method for routing member inquiries to experts
  • 5 FTE savings through LSW Social Handle USAA CRM Member Match technology
  • Validate Member Community engagement, eligibility and product completion metrics

 

USAA knows that online identification processes were disconnected from a member’s true identity, and dissimilar to our internal CRM systems. LSW integration with our systems provides us a 'single member profile’. This ‘single member profile’ allows USAA to associate social insights with known member information and deliver the gold standard for social customer care.

 

hgbf.png

 

Our members expect flawless interactions, regardless of the service channel, with personalized service. Our return on investment is a 95% reduction in time on task for multiple business processes and 2.5 FTE savings. USAA is effectively and efficiently recognizing our member’s preference for engagement through social media. With LSW USAA has an enterprise solution which integrates our managed properties like Facebook and Twitter with our Member Community; powered by the Lithium Community Platform. The USAA Member Community has over 300K members; this owned social property is an integral part of our social business strategy to maintain superior customer care in a member’s social channel of choice. USAA Member Community has hosted over 8M unique visits with 22% Eligibility Application Completion and 55.8% Product Application Completion Rates.

Status:
2016 Lithy Submission

Lithys 2016: Cisco - Social ROI Titan

By JaniceK

Lithys 2016: Cisco - Social ROI Titan

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-28-2016 05:47 PM - last edited on ‎05-03-2016 08:26 AM by Moderator Moderator

Untitled57.pngCompany: Cisco

Contact: Becky Scott (Program Manager, Social Knowledge Management)

Community: Tech Zone 

Lithy category:  Social ROI Titan

 

Cisco is the worldwide leader in IT that helps companies seize the opportunities of tomorrow by proving that amazing things can happen when you connect the previously unconnected.

 

At Cisco, customers come first and an integral part of our DNA is creating long-lasting customer partnerships and working with them to identify their needs and provide solutions that support their success.

 

Our 2015 goals for our  Lithium-powered community 

 

Breaking Down Social Barriers

 

Cisco is the worldwide leader in networking that transforms how people connect, communicate and collaborate, today.

At Cisco Systems, our Technical Assistance Center (TAC) of over 4,000 engineers has fully adopted our Social Knowledge Management platform (Tech Zone), behaviors and practices. The knowledge they create within the Tech Zone TKB is externalized as content our customers use to self-serve and self-solve, which allowed us to realize over $25M in case avoidance savings in 2014.  

 

In 2015, we wanted to do much more. Yes, we wanted to continue finding ways to increase case avoidance savings, but we also looked beyond our TAC organization to understand the broader ecosystem engaged in resolving complex customer issues. This led us to the organization that is most often consulted in escalations – Engineering, the group that designs and develops our products. That’s when we realized we had an opportunity – our over 35,000-strong engineer community.

 

We set out to break down barriers by extending our social knowledge capabilities beyond our Services organization borders and into Engineering, providing capabilities and workflows to foster collaboration with the TAC, thus bringing people together in new ways to create a living, breathing, social organism. This is critical to our continued success because as our customers’ environments become more complex, borderless engagement channels are key in solving their biggest challenges. So we targeted over 35,000 Engineering employees.

 

Untitled2.png

Untitled1.png

 

Our focus areas and tactics to meet our  goals

 

Bring in your advocates!

 

Our engagement began at a summit last year in which the Engineering teams came together to discuss improving collaboration and escalation processes with the TAC. At the time, Engineering was using hundreds of email aliases to communicate with their TAC colleagues as part of their escalation procedures. Our Social Knowledge program manager attended to talk about how Tech Zone could improve the collaboration processes between Engineering and TAC.

 

As part of the summit objectives, the Engineering team had to agree to standardize on a single, escalation management system. We saw the opportunity to introduce Tech Zone as a means to collaborate early, thus avoiding potential escalations. We also highlighted the added benefit of capturing vital knowledge that could be externalized to help our customers – knowledge that would otherwise be lost in an email exchange. Or worse, asked over and over again.

 

We brought along our strongest and most influential TAC advocates who highlighted and endorsed the benefits of using Tech Zone, and who influenced Engineering to agree to use the site to collaborate.

 

At the end of the summit, Engineering agreed to include Tech Zone training and onboarding within the escalation management system training plan. We then identified Engineering advocates who agreed to be early adopters and who would help communicate the benefits of Tech Zone to their colleagues. TAC continues to encourage their engineering partners to use Tech Zone to collaborate today, helping to create the adoption “stickiness” needed for continued success.

 

Untitled3.png

 

Our results

 

To date, we have established an Engineering Adoption roadmap and have onboarded nearly 15,000 Engineering employees onto Tech Zone to engage and collaborate with TAC engineers. The results have been phenomenal: Engineering has become our fastest growing, knowledge-producing community within Tech Zone, and currently produces 12% of Tech Zone content.

 

Untitled4.png

Untitled5.png

 

This in turn translates to faster problem resolution and higher customer satisfaction scores as vital, actionable knowledge captured in TKBs is externalized on Cisco.com. Our results prove this as we have observed record-high support content satisfaction scores (4.46 out of 5.00), and consumption numbers for TAC-authored articles (4.7M views of ~2,000 articles) as customers increasingly opt to self-serve and self-solve whenever possible.

 

In addition, we have retired ~40 email aliases to date (with many more to come) as Engineering teams continue to migrate to Tech Zone.

 

The benefits for Cisco have been staggering! We’ve more than met our 2015 goal to increase case deflection savings – with an approximate $54.2M in savings for the year – more than double our $25.2M savings from 2014.

 


Untitled57.pngCompany: Cisco

Contact: Becky Scott (Program Manager, Social Knowledge Management)

Community: Tech Zone 

Lithy category:  Social ROI Titan

 

Cisco is the worldwide leader in IT that helps companies seize the opportunities of tomorrow by proving that amazing things can happen when you connect the previously unconnected.

 

At Cisco, customers come first and an integral part of our DNA is creating long-lasting customer partnerships and working with them to identify their needs and provide solutions that support their success.

 

Our 2015 goals for our  Lithium-powered community 

 

Breaking Down Social Barriers

 

Cisco is the worldwide leader in networking that transforms how people connect, communicate and collaborate, today.

At Cisco Systems, our Technical Assistance Center (TAC) of over 4,000 engineers has fully adopted our Social Knowledge Management platform (Tech Zone), behaviors and practices. The knowledge they create within the Tech Zone TKB is externalized as content our customers use to self-serve and self-solve, which allowed us to realize over $25M in case avoidance savings in 2014.  

 

In 2015, we wanted to do much more. Yes, we wanted to continue finding ways to increase case avoidance savings, but we also looked beyond our TAC organization to understand the broader ecosystem engaged in resolving complex customer issues. This led us to the organization that is most often consulted in escalations – Engineering, the group that designs and develops our products. That’s when we realized we had an opportunity – our over 35,000-strong engineer community.

 

We set out to break down barriers by extending our social knowledge capabilities beyond our Services organization borders and into Engineering, providing capabilities and workflows to foster collaboration with the TAC, thus bringing people together in new ways to create a living, breathing, social organism. This is critical to our continued success because as our customers’ environments become more complex, borderless engagement channels are key in solving their biggest challenges. So we targeted over 35,000 Engineering employees.

 

Untitled2.png

Untitled1.png

 

Our focus areas and tactics to meet our  goals

 

Bring in your advocates!

 

Our engagement began at a summit last year in which the Engineering teams came together to discuss improving collaboration and escalation processes with the TAC. At the time, Engineering was using hundreds of email aliases to communicate with their TAC colleagues as part of their escalation procedures. Our Social Knowledge program manager attended to talk about how Tech Zone could improve the collaboration processes between Engineering and TAC.

 

As part of the summit objectives, the Engineering team had to agree to standardize on a single, escalation management system. We saw the opportunity to introduce Tech Zone as a means to collaborate early, thus avoiding potential escalations. We also highlighted the added benefit of capturing vital knowledge that could be externalized to help our customers – knowledge that would otherwise be lost in an email exchange. Or worse, asked over and over again.

 

We brought along our strongest and most influential TAC advocates who highlighted and endorsed the benefits of using Tech Zone, and who influenced Engineering to agree to use the site to collaborate.

 

At the end of the summit, Engineering agreed to include Tech Zone training and onboarding within the escalation management system training plan. We then identified Engineering advocates who agreed to be early adopters and who would help communicate the benefits of Tech Zone to their colleagues. TAC continues to encourage their engineering partners to use Tech Zone to collaborate today, helping to create the adoption “stickiness” needed for continued success.

 

Untitled3.png

 

Our results

 

To date, we have established an Engineering Adoption roadmap and have onboarded nearly 15,000 Engineering employees onto Tech Zone to engage and collaborate with TAC engineers. The results have been phenomenal: Engineering has become our fastest growing, knowledge-producing community within Tech Zone, and currently produces 12% of Tech Zone content.

 

Untitled4.png

Untitled5.png

 

This in turn translates to faster problem resolution and higher customer satisfaction scores as vital, actionable knowledge captured in TKBs is externalized on Cisco.com. Our results prove this as we have observed record-high support content satisfaction scores (4.46 out of 5.00), and consumption numbers for TAC-authored articles (4.7M views of ~2,000 articles) as customers increasingly opt to self-serve and self-solve whenever possible.

 

In addition, we have retired ~40 email aliases to date (with many more to come) as Engineering teams continue to migrate to Tech Zone.

 

The benefits for Cisco have been staggering! We’ve more than met our 2015 goal to increase case deflection savings – with an approximate $54.2M in savings for the year – more than double our $25.2M savings from 2014.

 

Status:
2016 Lithy Submission

Lithys 2016: Fido (Rogers Communications) - Social...

By JaniceK

Lithys 2016: Fido (Rogers Communications) - Social ROI Titan

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-28-2016 03:09 PM - last edited on ‎05-03-2016 09:58 AM by Lithium Alumni (Retired) Lithium Alumni (Retired)

Fido logo.jpg

Company: Fido (Rogers Communications)

Contact: Caroline Lalonde (Social Media Support and Community Manager)

Community: Fido Community

Lithy category:  Social ROI Titan

 

Fido connects Canadians to the things they love through its ultrafast LTE network, as well as services such as Fido Pulse Plans and Fido Home Internet (Fido Home Internet currently only available in parts of Ontario).

 

Fido was originally launched by Microcell Solutions Inc. in 1996 and went on to revolutionize the wireless industry in Canada with a unique approach to pricing, a money-back satisfaction guarantee and more. Today, we continue to move ahead with new voice and data technologies as well as the latest in wireless Internet services to keep you connected to what matters most in your life.

 

The Fido network consists of three network technologies GSM, 4G HSPA+ and now LTE – the new global gold standard of wireless technology. Fido wireless compatible devices fall back onto each network, assuring you have a network to fall back onto. Fido also offers its customers access to the FidoTM wireless network coast-to-coast and with over 300 roaming partners in over 200 countries your device will be compatible wherever you travel.

 

Our Community and LSW goals for 2015

 

Our goals were to:

 

  • Redesign the customer experience
  • Grow our channels, while improving our response time
  • Increase cost savings by deflecting contacts from our customer service channels
  • Optimize how we treat customer service requests on our Social Media channels

 

Areas of focus

 

We placed emphasis on the optimization of the Community as both a self-serve peer to peer support tool, and as a channel for Customer Service. The redesign of the Community was necessary in order to increase the traffic flow by attracting more customers to the Community, consequently reducing contacts to our customer service channels and reducing the associated costs.

 

We also revised our Social Media practices and built on our 2014 implementation of LSW, which allowed us to better control our response time by improving how we manage our incoming customer requests, in both volume and priority.

 

Once our Social Media support process was optimized and the Community redesigned, we turned our efforts towards promotion.

 

Our promotional tactics for the Community included advertisements:

  • On our Social Media channels (2.8M people reached in 2015 on FB alone),
  • On our website,
  • Through emails to customers,
  • Through other customer service channels (phone, chat, IVR),
  • Via internal promotion (newsletters, presentations…).

 

For the promotion of our Social Media support channels, we included a mention:

  • On our website’s Contact us page,
  • On our Social channels,
  • Through emails to customers
  • Through other customer service channels (phone, chat, IVR)

 

We worked hand in hand with Lithium, as well as with other internal departments, in order to redesign the Community, enhance our use of LSW, and maximize the outcomes of our promotional efforts.

 

Here’s an example of the Community/Social Media email that is sent to new customers:

Untitled10.png

 

LSW, the Super Tool

 

LSW has proven to be the ideal tool to help us achieve our cost-saving goals. Not only is it essential to our internal support process, it has changed the way we work with our customers, both on Social channels and on the Community. Here are just a few examples to demonstrate how LSW has reshaped our operations:

 

  • Community response time: Moderators can “snooze” posts for a certain amount of time, based on our response strategy. The snooze functionality is essential to our Community moderation process. We snooze non-account specific inquiries, to give other Community members a chance to respond. If no one responds, we step in and assist. This incredibly useful functionality ensures no one is ever left unanswered.
  • Community moderation and PM: Moderators can take over the PM conversations from other moderators once their work shift has ended, greatly increasing efficiency and customer satisfaction.
  • Information centralization: All customer information is now centralized, including contact info, and even notes for internal purposes.
  • Profile merging: LSW allows us to merge customers various social profiles, so we always know who we are speaking with.
  • Knowledge Base: Another incredible LSW feature. We use it to promote the Community on Social Media, as well as for useful links on our website.
  • Analytics: Analytics helps us with reports and the analysis, such as our volumes (incoming posts, responses), response time, top topics…Thanks to Analytics, we can clearly see what our customers are chatting about, which allows us to address potential issues in a more efficient manner.
  • Tags: Tagging conversations gives us better business insights, which in turn allow us to better serve our customers by identifying potential trends and proactively reacting to them, improving overall customer satisfaction.
  • Rules and Routing: Through key words, we can proactively engage and offer help to people who talking about us but aren’t specifically reaching out to us. This shows our customers that we’re always willing to help and we’re not afraid to be proactive.  
  • Support: LSW helped us support the launch of FB Messenger and Twitter DM enhancement and in turn provide a better customer experience.
  • Klout: Allows us to prioritize influencers within our Queues and offer support accordingly.

 

Our Results

 

The integration of LSW as our primary Social Media and Community customer response tool proved to be seamless and incredibly effective.

 

Community

 

In 2015 alone, we successfully reduced our Community response time by 93% compared to 2014, and recorded a 44% increase in Community member registrations. We ended the year with a CHI 159 points higher than in 2014, and based on the information from our customer surveys, we registered over $385K worth in call deflections from our contact centres. Our Solution views increased by a massive 323%. For our first quarter in 2016, the information derived from our customer surveys indicate over $645K in call savings.

 

Untitled12.png

Untitled11.png

 

Social Media Support

 

For our Social Media Support channels, we recorded over $325K in cost savings, again based on the information from our customer surveys. We also reduced our response time by 87%, and merited an NPS score of over +60 at year’s end. For our first quarter in 2016, we’ve already registered over $110K in cost savings.

 

Untitled13.png

Untitled14.png

 

 


Fido logo.jpg

Company: Fido (Rogers Communications)

Contact: Caroline Lalonde (Social Media Support and Community Manager)

Community: Fido Community

Lithy category:  Social ROI Titan

 

Fido connects Canadians to the things they love through its ultrafast LTE network, as well as services such as Fido Pulse Plans and Fido Home Internet (Fido Home Internet currently only available in parts of Ontario).

 

Fido was originally launched by Microcell Solutions Inc. in 1996 and went on to revolutionize the wireless industry in Canada with a unique approach to pricing, a money-back satisfaction guarantee and more. Today, we continue to move ahead with new voice and data technologies as well as the latest in wireless Internet services to keep you connected to what matters most in your life.

 

The Fido network consists of three network technologies GSM, 4G HSPA+ and now LTE – the new global gold standard of wireless technology. Fido wireless compatible devices fall back onto each network, assuring you have a network to fall back onto. Fido also offers its customers access to the FidoTM wireless network coast-to-coast and with over 300 roaming partners in over 200 countries your device will be compatible wherever you travel.

 

Our Community and LSW goals for 2015

 

Our goals were to:

 

  • Redesign the customer experience
  • Grow our channels, while improving our response time
  • Increase cost savings by deflecting contacts from our customer service channels
  • Optimize how we treat customer service requests on our Social Media channels

 

Areas of focus

 

We placed emphasis on the optimization of the Community as both a self-serve peer to peer support tool, and as a channel for Customer Service. The redesign of the Community was necessary in order to increase the traffic flow by attracting more customers to the Community, consequently reducing contacts to our customer service channels and reducing the associated costs.

 

We also revised our Social Media practices and built on our 2014 implementation of LSW, which allowed us to better control our response time by improving how we manage our incoming customer requests, in both volume and priority.

 

Once our Social Media support process was optimized and the Community redesigned, we turned our efforts towards promotion.

 

Our promotional tactics for the Community included advertisements:

  • On our Social Media channels (2.8M people reached in 2015 on FB alone),
  • On our website,
  • Through emails to customers,
  • Through other customer service channels (phone, chat, IVR),
  • Via internal promotion (newsletters, presentations…).

 

For the promotion of our Social Media support channels, we included a mention:

  • On our website’s Contact us page,
  • On our Social channels,
  • Through emails to customers
  • Through other customer service channels (phone, chat, IVR)

 

We worked hand in hand with Lithium, as well as with other internal departments, in order to redesign the Community, enhance our use of LSW, and maximize the outcomes of our promotional efforts.

 

Here’s an example of the Community/Social Media email that is sent to new customers:

Untitled10.png

 

LSW, the Super Tool

 

LSW has proven to be the ideal tool to help us achieve our cost-saving goals. Not only is it essential to our internal support process, it has changed the way we work with our customers, both on Social channels and on the Community. Here are just a few examples to demonstrate how LSW has reshaped our operations:

 

  • Community response time: Moderators can “snooze” posts for a certain amount of time, based on our response strategy. The snooze functionality is essential to our Community moderation process. We snooze non-account specific inquiries, to give other Community members a chance to respond. If no one responds, we step in and assist. This incredibly useful functionality ensures no one is ever left unanswered.
  • Community moderation and PM: Moderators can take over the PM conversations from other moderators once their work shift has ended, greatly increasing efficiency and customer satisfaction.
  • Information centralization: All customer information is now centralized, including contact info, and even notes for internal purposes.
  • Profile merging: LSW allows us to merge customers various social profiles, so we always know who we are speaking with.
  • Knowledge Base: Another incredible LSW feature. We use it to promote the Community on Social Media, as well as for useful links on our website.
  • Analytics: Analytics helps us with reports and the analysis, such as our volumes (incoming posts, responses), response time, top topics…Thanks to Analytics, we can clearly see what our customers are chatting about, which allows us to address potential issues in a more efficient manner.
  • Tags: Tagging conversations gives us better business insights, which in turn allow us to better serve our customers by identifying potential trends and proactively reacting to them, improving overall customer satisfaction.
  • Rules and Routing: Through key words, we can proactively engage and offer help to people who talking about us but aren’t specifically reaching out to us. This shows our customers that we’re always willing to help and we’re not afraid to be proactive.  
  • Support: LSW helped us support the launch of FB Messenger and Twitter DM enhancement and in turn provide a better customer experience.
  • Klout: Allows us to prioritize influencers within our Queues and offer support accordingly.

 

Our Results

 

The integration of LSW as our primary Social Media and Community customer response tool proved to be seamless and incredibly effective.

 

Community

 

In 2015 alone, we successfully reduced our Community response time by 93% compared to 2014, and recorded a 44% increase in Community member registrations. We ended the year with a CHI 159 points higher than in 2014, and based on the information from our customer surveys, we registered over $385K worth in call deflections from our contact centres. Our Solution views increased by a massive 323%. For our first quarter in 2016, the information derived from our customer surveys indicate over $645K in call savings.

 

Untitled12.png

Untitled11.png

 

Social Media Support

 

For our Social Media Support channels, we recorded over $325K in cost savings, again based on the information from our customer surveys. We also reduced our response time by 87%, and merited an NPS score of over +60 at year’s end. For our first quarter in 2016, we’ve already registered over $110K in cost savings.

 

Untitled13.png

Untitled14.png

 

 

Status:
2015 Lithy Submission

Lithys 2015: Vodafone New Zealand- Social ROI Tita...

By JaniceK

Company: Vodafone New Zealand Ltd 

Entry submitted by: Mike Hales (VF_MikeHales) Digital Content Manager

Community: Vodafone Community (http://community.vodafone.co.nz)

Lithy category: Social ROI Titan

 

Vodafone NZ has been New Zealand’s leading total telecommunications provider for nearly 20 years. It is a provider of mobile, fixed line telecommunication and television services over 4G, Fibre, cable and copper. It’s a key player in the wider New Zealand community through its Vodafone Foundation activities as well as sponsoring key music and sporting teams and events.

 

Our 2014 objectives

 

Growth to 20,000 members and to deflect more than 170,000 calls by resolving customer queries online. Both were exceeded with 21,000 members and 174,000 calls being deflected.

 

Our results

 

By working with Vodafone Group and Lithium, we implemented a formula to give us a proven dollar value to the Community activities. Using that formula, we can now show that the Community is worth more than NZ $3million to the business and that every member acquired is worth +NZ $2.50. It also helped to show that we exceeded our 2-year plan by more than $200k.

 

Additional business achievements

 

Additionally, we have been able to demonstrate additional business value through SEO – acquiring more organic visits to the Community as well as into the website; engagement – through measuring positive interactions, we’re able to show that customers interact more than seven more than previously – posts, kudos, tagging etc; brand value – by creating original content, we have increased our transparency to our customers by giving them direct access to product owners as well as external partners; and lastly by making Community the ‘gateway’ into self-help content and services we’re making it easier for customers to help themselves (and each other).


Company: Vodafone New Zealand Ltd 

Entry submitted by: Mike Hales (VF_MikeHales) Digital Content Manager

Community: Vodafone Community (http://community.vodafone.co.nz)

Lithy category: Social ROI Titan

 

Vodafone NZ has been New Zealand’s leading total telecommunications provider for nearly 20 years. It is a provider of mobile, fixed line telecommunication and television services over 4G, Fibre, cable and copper. It’s a key player in the wider New Zealand community through its Vodafone Foundation activities as well as sponsoring key music and sporting teams and events.

 

Our 2014 objectives

 

Growth to 20,000 members and to deflect more than 170,000 calls by resolving customer queries online. Both were exceeded with 21,000 members and 174,000 calls being deflected.

 

Our results

 

By working with Vodafone Group and Lithium, we implemented a formula to give us a proven dollar value to the Community activities. Using that formula, we can now show that the Community is worth more than NZ $3million to the business and that every member acquired is worth +NZ $2.50. It also helped to show that we exceeded our 2-year plan by more than $200k.

 

Additional business achievements

 

Additionally, we have been able to demonstrate additional business value through SEO – acquiring more organic visits to the Community as well as into the website; engagement – through measuring positive interactions, we’re able to show that customers interact more than seven more than previously – posts, kudos, tagging etc; brand value – by creating original content, we have increased our transparency to our customers by giving them direct access to product owners as well as external partners; and lastly by making Community the ‘gateway’ into self-help content and services we’re making it easier for customers to help themselves (and each other).

Status:
2015 Lithy Submission

Lithys 2015: Autodesk - Social ROI Titan

By JaniceK

Lithys 2015: Autodesk - Social ROI Titan

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-25-2015 08:55 PM - edited ‎04-25-2015 09:01 PM

Company: Autodesk 

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

Community: Autodesk Community (Forums.autodesk.com)

Lithy category: Social ROI Titan

 

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

 

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

 

Our 2014 objectives

 

Autodesk is undergoing a business transformation: the growth of the business and transformation to a cloud based service generates product support needs that must be met at scale. The multi-language Autodesk Community plays a significant role in the support strategy to ensure the availability of quality answers from expert members and in a timely fashion, for all customers, regardless of a paid service option.

 

Autodesk supports its customers in 3 major ways:

  • Self-help: Anyone can visit the Autodesk Knowledge Network, a repository of Autodesk-generated and carefully curated content, available to all customers, 24x7
  • Engage online in the Autodesk Community. The Accepted Solutions from the forums integrated with and automatically part of the Autodesk Knowledge Network
  • Contact us: Call / email /chat with a support representative, available only for some types of customers

 

In order to increase the value of the community for our customers and Autodesk, we had 3 goals in 2014, and were able to exceed our results for each:

 

  • Traffic - Increase visits to the forums by 25% vs. actual result: 34% increase
  • Quality content - Increase accepted solution rates by 10% vs. actual result: 13% increase
  • Initial response time- We had specific goals depending on the platform inquiry:

 



The Community has many benefits: it helps shape the image of the company, contributes to our customers decision to purchase certain products, informs the product development teams of possible issues or wishes for future release, etc. But the Autodesk Community is at the core a product support operation.

 

The community sits between the Autodesk Knowledge Network and the technical support agents as an online interactive platform. It quickly provides solutions to our customers, and deflects calls that would otherwise be addressed to Autodesk service representatives. They provide a one-to-one service that is difficult to scale. The average cost associated with a customer service or technical support representative, who interact over the phone is carefully monitored. It serves as a primary cost basis to estimate the scope of savings that Autodesk realizes.

 

Based on volume of visits from customers who could have called an agent, the success rate (result of an ongoing customer survey), we estimate the total call deflection value in 2014 to be in the millions of dollars.  Even more impressive is that we have been able to provide answers to over 10M customers per year, including students and educators that have free access to both our software, and to our community based support.

 

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

  • We recorded growth in community membership of 30% in 2014 to pass 2 million registered members. It is the result of organic growth and an effort in SEO but no paid advertising. It grew by 22% in 2013 and 16% in 2012.
  • Community visits increased 34% to 27.3 million annually.
  • RSS feeds to the community grew by 471%.

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

 

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

 


Company: Autodesk 

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

Community: Autodesk Community (Forums.autodesk.com)

Lithy category: Social ROI Titan

 

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

 

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

 

Our 2014 objectives

 

Autodesk is undergoing a business transformation: the growth of the business and transformation to a cloud based service generates product support needs that must be met at scale. The multi-language Autodesk Community plays a significant role in the support strategy to ensure the availability of quality answers from expert members and in a timely fashion, for all customers, regardless of a paid service option.

 

Autodesk supports its customers in 3 major ways:

  • Self-help: Anyone can visit the Autodesk Knowledge Network, a repository of Autodesk-generated and carefully curated content, available to all customers, 24x7
  • Engage online in the Autodesk Community. The Accepted Solutions from the forums integrated with and automatically part of the Autodesk Knowledge Network
  • Contact us: Call / email /chat with a support representative, available only for some types of customers

 

In order to increase the value of the community for our customers and Autodesk, we had 3 goals in 2014, and were able to exceed our results for each:

 

  • Traffic - Increase visits to the forums by 25% vs. actual result: 34% increase
  • Quality content - Increase accepted solution rates by 10% vs. actual result: 13% increase
  • Initial response time- We had specific goals depending on the platform inquiry:

 



The Community has many benefits: it helps shape the image of the company, contributes to our customers decision to purchase certain products, informs the product development teams of possible issues or wishes for future release, etc. But the Autodesk Community is at the core a product support operation.

 

The community sits between the Autodesk Knowledge Network and the technical support agents as an online interactive platform. It quickly provides solutions to our customers, and deflects calls that would otherwise be addressed to Autodesk service representatives. They provide a one-to-one service that is difficult to scale. The average cost associated with a customer service or technical support representative, who interact over the phone is carefully monitored. It serves as a primary cost basis to estimate the scope of savings that Autodesk realizes.

 

Based on volume of visits from customers who could have called an agent, the success rate (result of an ongoing customer survey), we estimate the total call deflection value in 2014 to be in the millions of dollars.  Even more impressive is that we have been able to provide answers to over 10M customers per year, including students and educators that have free access to both our software, and to our community based support.

 

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

  • We recorded growth in community membership of 30% in 2014 to pass 2 million registered members. It is the result of organic growth and an effort in SEO but no paid advertising. It grew by 22% in 2013 and 16% in 2012.
  • Community visits increased 34% to 27.3 million annually.
  • RSS feeds to the community grew by 471%.

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

 

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

 

Status:
2015 Lithy Submission

Lithys 2015: Vodafone Espana - Social ROI Titan

By JaniceK

Lithys 2015: Vodafone Espana - Social ROI Titan

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-13-2015 12:54 PM - edited ‎04-18-2015 02:33 PM

Company: Vodafone Espana 
Entry submitted by: Gustavo Casado (Piquio) Social Media Specialist

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

Lithy category: Social ROI Titan

 

Vodafone Group is a British multinational telecommunications company headquartered in London and with its registered office in Newbury, Berkshire. It is the world's 2nd-largest mobile telecommunications company measured by both subscribers and 2013 revenues (behind China Mobile), and had 434 million subscribers as of March 31, 2014.

 

In 2014, we established three main KPI's:

1) NPS

2) Resolution rate

3) Customer journey

 

We set our goal to increase at least 10 points of improvement in NPS and resolution rate in the year ahead. We needed a customer profile for creating links and conversations with different customer's segments.

 

Due to this policy through our Lithium-powered Community, we moved not just 10 points but more than 20 points at the end of the fiscal year! 

 

Results:

1) Our NPS increased by 20 points.

2) Our resolution rate moved from negative results to 40 points positive!

3) In including differenciated new ranks and roles, we improved our communication with customers, bringing in more than 20% of new users!

 

In addition, LSI gave us the chance to extract the most mentioned keywords and topics that are nowadays used by our fraud and complaints departments to improve the satisfaction score of the company.

 


Company: Vodafone Espana 
Entry submitted by: Gustavo Casado (Piquio) Social Media Specialist

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

Lithy category: Social ROI Titan

 

Vodafone Group is a British multinational telecommunications company headquartered in London and with its registered office in Newbury, Berkshire. It is the world's 2nd-largest mobile telecommunications company measured by both subscribers and 2013 revenues (behind China Mobile), and had 434 million subscribers as of March 31, 2014.

 

In 2014, we established three main KPI's:

1) NPS

2) Resolution rate

3) Customer journey

 

We set our goal to increase at least 10 points of improvement in NPS and resolution rate in the year ahead. We needed a customer profile for creating links and conversations with different customer's segments.

 

Due to this policy through our Lithium-powered Community, we moved not just 10 points but more than 20 points at the end of the fiscal year! 

 

Results:

1) Our NPS increased by 20 points.

2) Our resolution rate moved from negative results to 40 points positive!

3) In including differenciated new ranks and roles, we improved our communication with customers, bringing in more than 20% of new users!

 

In addition, LSI gave us the chance to extract the most mentioned keywords and topics that are nowadays used by our fraud and complaints departments to improve the satisfaction score of the company.

 

Status:
2016 Lithy Finalist

Lithys 2016: Optus - Social ROI Titan

By JaniceK

Lithys 2016: Optus - Social ROI Titan

Status: 2016 Lithy Finalist
by Lithium Technologies JaniceK ‎04-27-2016 05:56 PM - last edited on ‎05-03-2016 08:36 AM by Moderator Moderator

optusSCREAM_Teal-YellowBubble-sRGB.jpgCompany: Optus

Contact: Karen Le (Community Manager)

Community: My Optus Community

Lithy category: Social ROI Titan

 

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

 

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

 

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

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

 

Our 2015 goals for community and LSW


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

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

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

 

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

 

Our focus areas and tactics

Community:


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

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

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

 

grb.png

 

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

 

Social Response (LSW)


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

 

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

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

 

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

The results


Community


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

 

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

 

 

 

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

WiFi Talk Launch

 

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

Pre-Paid Welcome Hub

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

 

My Optus Community Blog

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

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


My Optus Community Wiki


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

 

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

 

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

 

gbvcdx.png

 

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

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

 

gf.pngrd.pngbgfdv.png


optusSCREAM_Teal-YellowBubble-sRGB.jpgCompany: Optus

Contact: Karen Le (Community Manager)

Community: My Optus Community

Lithy category: Social ROI Titan

 

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

 

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

 

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

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

 

Our 2015 goals for community and LSW


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

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

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

 

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

 

Our focus areas and tactics

Community:


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

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

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

 

grb.png

 

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

 

Social Response (LSW)


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

 

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

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

 

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

The results


Community


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

 

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

 

 

 

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

WiFi Talk Launch

 

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

Pre-Paid Welcome Hub

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

 

My Optus Community Blog

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

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


My Optus Community Wiki


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

 

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

 

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

 

gbvcdx.png

 

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

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

 

gf.pngrd.pngbgfdv.png

Status:
2015 Lithy Submission

Lithys 2015: Comcast - Social ROI Titan

By JaniceK

Lithys 2015: Comcast - Social ROI Titan

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-22-2015 01:51 PM - edited ‎04-22-2015 01:53 PM

Company: Comcast 
Entry submitted by: Jared Schultheis (jschultheis) Executive Director, Digital Care

Community: Comcast Help & Support Forums (Forums.comcast.com

LSW: @comcastcares, facebook.com/xfinity

Lithy category: Social ROI Titan

 

Comcast Corporation is a global media and technology company with two primary businesses, Comcast Cable and NBCUniversal. Comcast Cable is the nation's largest video, high-speed Internet and phone provider to residential customers under the XFINITY brand and also provides these services to businesses. Comcast has invested in technology to build an advanced network that delivers among the fastest broadband speeds, and brings customers personalized video, communications and home management offerings. 

 

Our 2014 objectives

 

Comcast strategic enhancements in 2014 included expanding the use of Lithium Social Web and completely redesigning and enhancing our Comcast community.  We significantly expanded our use of all features of the engagement console to measure the investment, success and the increasing need to support the social channel better.  Similar work was done in the community, such as building:

 

  • Gamification
  • Author profiles
  • Mobile
  • Expert user program
  • Content management
  • Search Dedicated moderation
  • Cross-channel integration

 

Key achievements include:

 

  • Customer Relationship Management (CRM) Integration
    The integration of CRM is a significant first step in allowing us to analyze customer behaviors, close the communication gap from social to other front line channels and identify account health opportunities. Below is a timeline reflecting the integration of social with other touch points a customer had with the company.

 

  • Escalation Workflow
    We now have a more stable workflow to escalate conversations to our divisional teams and senior specialists within the Digital Care team. The new enhanced workflow increased our in-channel resolution rates significantly (nearly 20 pp).

 

  • Routing Enhancements
    The routing system was built with multiple triaging capabilities. Specialists can now work on specific issues based on their background and strengths.  This provides not just a better customer experience but a more in-depth measurement on trending tags.  Below shows an example of the tagging system Comcast uses to triage social volume. 

  • Early Warning System
    The dashboard helps the Digital Care team alert multiple organizations within the company on trending events on social. In many cases, outages or viral events were recognized 30 minutes in advance of a normal call center trend or spike in volume.  In the first three months of using the console, the cost savings have exceeded expectations.

 

While the Digital Care team is saving Comcast significant costs through call deflection, call avoidance, customer health and customer engagement, the most passionate win for the team the improvement in the overall customer experience.  Our biggest ROI measurement is our increased ability to provide best-in-class service to our customers.

 

Comcast’s number one goal is to transform our customer experience. We strive to provide outstanding service to our customers, offer them the best products in the market and be proactive with our communication.  Social media has become a strong and effective service channel for our customers to seek solutions to issues or answers to their questions.  The ROI for Comcast is the improved capability of our Digital Care team to provide excellent service.  Our customers deserve the best experience every time they interact with us and to find care and support through whatever channel they want to use.  With the help of Lithium communities and LSW, we are able to measure success and track volume and engagement from each social platform.  With these simple measurements, we have been able to demonstrate the effectiveness of social care leading to a tripling in size of the Digital Care team (http://corporate.comcast.com/comcast-voices/now-hiring-comcastcares ). With these additional team members we will be able support customers across more platforms and get to them faster.  The growth of digital care has been explosive the past two years.  The following chart shows the growth and development of our social care strategy and capabilities over time.

 

In addition, our Community roadmap continues to be geared towards: optimizing and growing the community, organizing and improving content, and scaling and integrating cross-channel. Through these initiatives, we expect the ROI on our community to increase by 500% by the end of 2015.

 

Additional business results achieved

 

The Digital Care team has a unique opportunity to improve the overall customer experience.  As we have built out our social care capabilities our data has shown us that although the social care team is providing timely and effective resolutions to issues, the sentiment of the social conversation remains neutral (see diagram below). 

When customers reach out to the Digital Care team for support, they expect us to resolve their issue.  Although the care specialist resolves the issue, the customer can still have a negative or neutral sentiment because the issue happened in the first place.  To increase customer satisfaction and brand perception, the Digital Care team now conducts a wellness exam to proactively look for potential problems or red flags on accounts.  For example, the specialist researches a customer’s bill to discover when his or her promotion is up, makes the customer aware, and in some cases repackages them on the spot to a more affordable package.  This is a great way to inform and educate customers about their services and provide opportunities to surprise and delight them. 

 

We measure customer contact rates from multiple channels and are finding that social can be very effective at providing a better customer experience.  Since 2010, we have seen nearly a 25% reduction in calls coming in and a 35% reduction in the need for service visits to customers’ homes in part by providing solutions through social and community channels. Through detailed analysis and application of data garnered through our LSW Analytics and LSI for our communities, we have seen that the amplification benefit or providing solutions that other customers can use has helped the Digital Care team handle nearly double the volume of more traditional channels.

Assuring customers that the person on the other side of the social conversation is doing everything he or she can to be responsive and helpful will help increase customer loyalty. Our mission is to provide care and support to anyone who needs help, wherever they want it through accurate measurement and timely responses on all channels while continuously improving the customer experience. 


Company: Comcast 
Entry submitted by: Jared Schultheis (jschultheis) Executive Director, Digital Care

Community: Comcast Help & Support Forums (Forums.comcast.com

LSW: @comcastcares, facebook.com/xfinity

Lithy category: Social ROI Titan

 

Comcast Corporation is a global media and technology company with two primary businesses, Comcast Cable and NBCUniversal. Comcast Cable is the nation's largest video, high-speed Internet and phone provider to residential customers under the XFINITY brand and also provides these services to businesses. Comcast has invested in technology to build an advanced network that delivers among the fastest broadband speeds, and brings customers personalized video, communications and home management offerings. 

 

Our 2014 objectives

 

Comcast strategic enhancements in 2014 included expanding the use of Lithium Social Web and completely redesigning and enhancing our Comcast community.  We significantly expanded our use of all features of the engagement console to measure the investment, success and the increasing need to support the social channel better.  Similar work was done in the community, such as building:

 

  • Gamification
  • Author profiles
  • Mobile
  • Expert user program
  • Content management
  • Search Dedicated moderation
  • Cross-channel integration

 

Key achievements include:

 

  • Customer Relationship Management (CRM) Integration
    The integration of CRM is a significant first step in allowing us to analyze customer behaviors, close the communication gap from social to other front line channels and identify account health opportunities. Below is a timeline reflecting the integration of social with other touch points a customer had with the company.

 

  • Escalation Workflow
    We now have a more stable workflow to escalate conversations to our divisional teams and senior specialists within the Digital Care team. The new enhanced workflow increased our in-channel resolution rates significantly (nearly 20 pp).

 

  • Routing Enhancements
    The routing system was built with multiple triaging capabilities. Specialists can now work on specific issues based on their background and strengths.  This provides not just a better customer experience but a more in-depth measurement on trending tags.  Below shows an example of the tagging system Comcast uses to triage social volume. 

  • Early Warning System
    The dashboard helps the Digital Care team alert multiple organizations within the company on trending events on social. In many cases, outages or viral events were recognized 30 minutes in advance of a normal call center trend or spike in volume.  In the first three months of using the console, the cost savings have exceeded expectations.

 

While the Digital Care team is saving Comcast significant costs through call deflection, call avoidance, customer health and customer engagement, the most passionate win for the team the improvement in the overall customer experience.  Our biggest ROI measurement is our increased ability to provide best-in-class service to our customers.

 

Comcast’s number one goal is to transform our customer experience. We strive to provide outstanding service to our customers, offer them the best products in the market and be proactive with our communication.  Social media has become a strong and effective service channel for our customers to seek solutions to issues or answers to their questions.  The ROI for Comcast is the improved capability of our Digital Care team to provide excellent service.  Our customers deserve the best experience every time they interact with us and to find care and support through whatever channel they want to use.  With the help of Lithium communities and LSW, we are able to measure success and track volume and engagement from each social platform.  With these simple measurements, we have been able to demonstrate the effectiveness of social care leading to a tripling in size of the Digital Care team (http://corporate.comcast.com/comcast-voices/now-hiring-comcastcares ). With these additional team members we will be able support customers across more platforms and get to them faster.  The growth of digital care has been explosive the past two years.  The following chart shows the growth and development of our social care strategy and capabilities over time.

 

In addition, our Community roadmap continues to be geared towards: optimizing and growing the community, organizing and improving content, and scaling and integrating cross-channel. Through these initiatives, we expect the ROI on our community to increase by 500% by the end of 2015.

 

Additional business results achieved

 

The Digital Care team has a unique opportunity to improve the overall customer experience.  As we have built out our social care capabilities our data has shown us that although the social care team is providing timely and effective resolutions to issues, the sentiment of the social conversation remains neutral (see diagram below). 

When customers reach out to the Digital Care team for support, they expect us to resolve their issue.  Although the care specialist resolves the issue, the customer can still have a negative or neutral sentiment because the issue happened in the first place.  To increase customer satisfaction and brand perception, the Digital Care team now conducts a wellness exam to proactively look for potential problems or red flags on accounts.  For example, the specialist researches a customer’s bill to discover when his or her promotion is up, makes the customer aware, and in some cases repackages them on the spot to a more affordable package.  This is a great way to inform and educate customers about their services and provide opportunities to surprise and delight them. 

 

We measure customer contact rates from multiple channels and are finding that social can be very effective at providing a better customer experience.  Since 2010, we have seen nearly a 25% reduction in calls coming in and a 35% reduction in the need for service visits to customers’ homes in part by providing solutions through social and community channels. Through detailed analysis and application of data garnered through our LSW Analytics and LSI for our communities, we have seen that the amplification benefit or providing solutions that other customers can use has helped the Digital Care team handle nearly double the volume of more traditional channels.

Assuring customers that the person on the other side of the social conversation is doing everything he or she can to be responsive and helpful will help increase customer loyalty. Our mission is to provide care and support to anyone who needs help, wherever they want it through accurate measurement and timely responses on all channels while continuously improving the customer experience. 

Status:
2016 Lithy Submission

Lithys 2016: Avon - Social ROI Titan

By JaniceK

Lithys 2016: Avon - Social ROI Titan

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-05-2016 09:46 AM - edited ‎05-18-2016 09:05 AM

Avon-logo-slogan.pngCompany: Avon

Entry submitted by: Rene Calvey (eCommerce Community Lead )

Community: Avon Beauty Connects

Lithy category: Social ROI Titan

 

About Avon Products, Inc.  


Avon is the Company that for 130 years has proudly stood for beauty, innovation, optimism and, above all, women. Avon products include well-recognized and beloved brands such as ANEW, Avon Colour, Avon Care, Skin-So-Soft, and Advance Techniques. Sold through nearly 6 million active independent Avon Sales Representatives, Avon products delight consumers in approximately 70 countries worldwide. Learn more about  Avon and its products at www.avoncompany.com.

 

Avon now reaches one in three women in the UK, with six million women seeing an Avon brochure every three weeks.

 

In 2015, 22,000 shoppers voted Avon as the UK’s Best Health and Beauty Retailer 2015 in Verdict’s Customer Satisfaction Awards.

 

As the company for women, Avon is committed to supporting the causes that matter most to women; breast cancer and domestic violence. To the end of 2015, Avon and the Avon Foundation for Women donated more than $1billion in 50 countries to women’s causes.  In the UK £16.8 million has been donated to breast cancer charities through the Avon breast cancer crusade and £1.6 million to domestic violence charities through its Speak Out programme.

 

Goals for our Lithium-powered community 

 

We wanted to create a community for both B2C and B2B members both for very different purposes. We wanted to engage customers with relevant content, enabling them to quickly find looks/products and conversations that would enable them to engage with one another and Avon.

 

For our Representatives we wanted to create a seamless journey from their ordering page using SSO and again present relevant business content and information while encouraging conversation.

 

Overall we wanted to a fun, engaging and supportive community that would serve Representatives and Customers one and the same.

 

Our focus areas and tactics to meet these goals

 

We wanted to focus on creating the right content for both areas of the community, by focusing on working with the wider business on B2B content and working with a content agency to supply blogger and beauty content we felt we had the right strategy for success. Traffic driving was also a big goal, we had to ensure that for the B2B area we could drive traffic internally through our eMail, newsletters and links from our ordering sites as SEO would not reach us! We also ensured that we had strong links with our social team and everything public facing we did had SEO in mind.

 

Social shopping and selling is also a huge part of our strategy, so by engaging our users with our ‘Reward beauty, receive beauty’ scheme we are able to send them a product in return for a nice piece of user generated content which left them feeling engaged and valued.

 

Untitled76.png

 

Our results

 

We recently undertook research that looked at Representatives that have NEVER logged into the community vs those that have logged on at least three times in a certain period. We found that those Representatives that are regularly using Avon Beauty Connects had a 137% higher rate of retention with the business, had a 47% higher order value and 83% higher average earnings per campaign. Representatives regularly using Avon Beauty Connects also had a 43% increase in Customers.

 

So the value of community in their engagement and support in running their own businesses is truly working!

 

We have also recently launched Knowledge Base which is creating a great collection of business guides and UGC for tips and tricks to run an Avon business.

 

Overall we have proved that we retain and engage our audience and provide an fun and friendly and business oriented community for the Avon Representative and his or her Customers.

 

Untitled77.png


Avon-logo-slogan.pngCompany: Avon

Entry submitted by: Rene Calvey (eCommerce Community Lead )

Community: Avon Beauty Connects

Lithy category: Social ROI Titan

 

About Avon Products, Inc.  


Avon is the Company that for 130 years has proudly stood for beauty, innovation, optimism and, above all, women. Avon products include well-recognized and beloved brands such as ANEW, Avon Colour, Avon Care, Skin-So-Soft, and Advance Techniques. Sold through nearly 6 million active independent Avon Sales Representatives, Avon products delight consumers in approximately 70 countries worldwide. Learn more about  Avon and its products at www.avoncompany.com.

 

Avon now reaches one in three women in the UK, with six million women seeing an Avon brochure every three weeks.

 

In 2015, 22,000 shoppers voted Avon as the UK’s Best Health and Beauty Retailer 2015 in Verdict’s Customer Satisfaction Awards.

 

As the company for women, Avon is committed to supporting the causes that matter most to women; breast cancer and domestic violence. To the end of 2015, Avon and the Avon Foundation for Women donated more than $1billion in 50 countries to women’s causes.  In the UK £16.8 million has been donated to breast cancer charities through the Avon breast cancer crusade and £1.6 million to domestic violence charities through its Speak Out programme.

 

Goals for our Lithium-powered community 

 

We wanted to create a community for both B2C and B2B members both for very different purposes. We wanted to engage customers with relevant content, enabling them to quickly find looks/products and conversations that would enable them to engage with one another and Avon.

 

For our Representatives we wanted to create a seamless journey from their ordering page using SSO and again present relevant business content and information while encouraging conversation.

 

Overall we wanted to a fun, engaging and supportive community that would serve Representatives and Customers one and the same.

 

Our focus areas and tactics to meet these goals

 

We wanted to focus on creating the right content for both areas of the community, by focusing on working with the wider business on B2B content and working with a content agency to supply blogger and beauty content we felt we had the right strategy for success. Traffic driving was also a big goal, we had to ensure that for the B2B area we could drive traffic internally through our eMail, newsletters and links from our ordering sites as SEO would not reach us! We also ensured that we had strong links with our social team and everything public facing we did had SEO in mind.

 

Social shopping and selling is also a huge part of our strategy, so by engaging our users with our ‘Reward beauty, receive beauty’ scheme we are able to send them a product in return for a nice piece of user generated content which left them feeling engaged and valued.

 

Untitled76.png

 

Our results

 

We recently undertook research that looked at Representatives that have NEVER logged into the community vs those that have logged on at least three times in a certain period. We found that those Representatives that are regularly using Avon Beauty Connects had a 137% higher rate of retention with the business, had a 47% higher order value and 83% higher average earnings per campaign. Representatives regularly using Avon Beauty Connects also had a 43% increase in Customers.

 

So the value of community in their engagement and support in running their own businesses is truly working!

 

We have also recently launched Knowledge Base which is creating a great collection of business guides and UGC for tips and tricks to run an Avon business.

 

Overall we have proved that we retain and engage our audience and provide an fun and friendly and business oriented community for the Avon Representative and his or her Customers.

 

Untitled77.png

Status:
2015 Lithy Winner

Lithys 2015: StarHub - Social ROI Titan

By JaniceK

Lithys 2015: StarHub - Social ROI Titan

Status: 2015 Lithy Winner
by Lithium Technologies JaniceK ‎04-25-2015 04:26 PM - edited ‎05-20-2015 11:08 AM

Company: StarHub 

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

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

Lithy category: Social ROI Titan

 

StarHub is Singapore's fully-integrated info-communications company, offering a full range of information, communications and entertainment services for both consumer and corporate markets. StarHub operates a mobile network that provides 4G, 3G and 2G services. It also manages an islandwide HFC network that delivers multi-channel pay TV services (including HDTV, Internet TV and on-demand services) as well as ultra-high speed residential broadband services. StarHub operates an extensive fixed business network that provides a wide range of data, voice and wholesale services. Over Singapore’s fibre-based Next Generation Nationwide Broadband Network, StarHub offers a broad range of home and business broadband plans along with a host of advanced media-rich value-added services, such as IPTV for commercial entities.

 

Best in Social, a Social Business

 

The objective of StarHub Community is to transform StarHub into an engaging social business by letting different departments execute their social media initiatives on the platform, interacting more intimately with their targeted audiences and thereby positioning StarHub as a leader in Social Media.

 

A company-wide balance score card was created based on the number of projects the company activated on the platform. It was based on the Threshold, Target and Stretch targets of seven, eight or nine projects.

 

We achieved the Stretch benchmark of nine projects at the end of 2014 and bagged a regional award for Best Use of Social (http://www.marketing-interactive.com/le-awards-sg/winnersasiaall/).  StarHub Community also won the Lithium APAC Star Award (http://www.lithium.com/company/news-room/press-releases/2014/lithium-announces-lithy-award-and-hacka...).

 

The success also enabled StarHub to be a thought leader in several industry seminars, including a Social CRM seminar and a Social Media Branding Conference in Singapore and Hong Kong, a testament to the success of StarHub Community and the credibility of StarHub’s social media presence. https://sg.finance.yahoo.com/news/pacific-conferences-presents-first-social-074500138.html, https://www.apconnections.com/industry-events/all/icalrepeat.detail/2014/08/11/131/-/- 

 

StarHub Community has certainly helped StarHub to achieve leadership in the Social Media landscape, transforming the company to become a more social business and eventually facilitating the efforts of advocates to promote the brand.

 

In addition to the above strategic objectives, several tactical objectives were also listed:  

  • Drive Peer to peer support
  • Generate sales leads
  • Increase customer satisfaction
  • Attain most socially devoted brand status in Singapore

 

The nine projects which spanned across different departments of the organisation were:

  1. Content contest on MTV http://community.starhub.com/t5/Latest-Contests-and-What-s-New/Contest-Closed-Win-a-Trip-To-Glasgow-...,
  2. Sponsorship contest on a famous Korean pop star http://community.starhub.com/t5/Past-Hackathons/CONTEST-CLOSED-Win-passes-to-meet-Kim-Soo-Hyun-in-pe...,
  3. StarHub e-books product contest partnering a company to form a Writing Interest group http://community.starhub.com/t5/Young-Author-Club/Welcome-to-the-Young-Author-Club/gpm-p/81977
  4. New Channel “Hits” launch contest activation http://community.starhub.com/t5/HITS-TV-Shows/Welcome-to-the-HITS-TV-Shows-group/m-p/81919#U81919
  5. Social TV Blog content for a popular women programme http://community.starhub.com/t5/Lady-First-Episodes/Welcome-to-the-Lady-First-Community/m-p/81285#U8...
  6. Travel group as content strategy for our roaming product http://community.starhub.com/t5/General-Travel-Discussion/Welcome-to-the-Travel-Group/td-p/80637
  7. Local music scene sponsorship contest http://community.starhub.com/t5/Latest-Contests-and-What-s-New/CLOSED-Win-a-pair-of-tickets-to-Xinya...
  8. Cross Bundle Product market research user reviews and inforgraphic http://community.starhub.com/t5/Hubbing/HomeHub-Review-See-what-our-customers-saying-about-HomeHub/m...
  9. Revamp of the super user programme http://community.starhub.com/t5/Latest-Contests-and-What-s-New/Meet-StarHub-Community-s-top-contribu...

Sales Leads Revenue

 

Although the main return on investment (ROI) for StarHub Community was a reduction in customer support costs, a surprising result was that when we channeled below-the-line recontract EDMs to StarHub Community for a few months, we actually saw huge ROI.  A post dedicated to broadband renewal promotions was created and when we directed EDMs to that post, we found that the conversation rate increased from 17% to 26%. We surmised that StarHub Community had become a place where customers can look at the most common questions and they can get their queries answered there quickly. This has become one of the most popular threads with 143,000 views. Considering StarHub has only about over 400,000 broadband households, the reach of the post is quite significant. From the leads generated from the web-based form, we are able to account for S$2.8 million in sales revenue.  http://community.starhub.com/t5/Broadband-Recontract-Offers/StarHub-Broadband-Recontract-offer-HomeH...

 

Customer Support Savings

 

Within six months of implementation, the traffic to StarHub Community superseded the traffic to starhub.com/support page. It quickly managed to realise significant cost savings of S$300,000 in Customer Support in 2013 through peer-to-peer (crowdsourcing) support.

 

For 2014, we saw traffic increase by 84% and the resultant cost savings ballooned to over S$500,000. Our top three super users alone spent 3,800 hours on the community helping others!

 

Based on a poll we did, we found that 43% of visitors to community were here for support reasons and 82% eventually got an answer resulting in 34% of them no longer needing to call the contact centre.

 

Customer Satisfaction and Brand Equity

Based on internal brand equity study results, StarHub scored significantly higher ratings on “online brand support forums” as compared to its competitors which have contributed to StarHub improving in the national published study on customer satisfaction according to The Customer Satisfaction Index of Singapore (CSISG).

 

Socially Devoted

Because of the TKBs and accepted solutions on StarHub Community, we were able to provide better responses on Facebook, which remained the primary source of customer support queries on social.  The improved efficiency helped us earn the coveted most “Socially Devoted” brand in Singapore according to Social Bakers for all 4 quarters of 2014. 

 


Company: StarHub 

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

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

Lithy category: Social ROI Titan

 

StarHub is Singapore's fully-integrated info-communications company, offering a full range of information, communications and entertainment services for both consumer and corporate markets. StarHub operates a mobile network that provides 4G, 3G and 2G services. It also manages an islandwide HFC network that delivers multi-channel pay TV services (including HDTV, Internet TV and on-demand services) as well as ultra-high speed residential broadband services. StarHub operates an extensive fixed business network that provides a wide range of data, voice and wholesale services. Over Singapore’s fibre-based Next Generation Nationwide Broadband Network, StarHub offers a broad range of home and business broadband plans along with a host of advanced media-rich value-added services, such as IPTV for commercial entities.

 

Best in Social, a Social Business

 

The objective of StarHub Community is to transform StarHub into an engaging social business by letting different departments execute their social media initiatives on the platform, interacting more intimately with their targeted audiences and thereby positioning StarHub as a leader in Social Media.

 

A company-wide balance score card was created based on the number of projects the company activated on the platform. It was based on the Threshold, Target and Stretch targets of seven, eight or nine projects.

 

We achieved the Stretch benchmark of nine projects at the end of 2014 and bagged a regional award for Best Use of Social (http://www.marketing-interactive.com/le-awards-sg/winnersasiaall/).  StarHub Community also won the Lithium APAC Star Award (http://www.lithium.com/company/news-room/press-releases/2014/lithium-announces-lithy-award-and-hacka...).

 

The success also enabled StarHub to be a thought leader in several industry seminars, including a Social CRM seminar and a Social Media Branding Conference in Singapore and Hong Kong, a testament to the success of StarHub Community and the credibility of StarHub’s social media presence. https://sg.finance.yahoo.com/news/pacific-conferences-presents-first-social-074500138.html, https://www.apconnections.com/industry-events/all/icalrepeat.detail/2014/08/11/131/-/- 

 

StarHub Community has certainly helped StarHub to achieve leadership in the Social Media landscape, transforming the company to become a more social business and eventually facilitating the efforts of advocates to promote the brand.

 

In addition to the above strategic objectives, several tactical objectives were also listed:  

  • Drive Peer to peer support
  • Generate sales leads
  • Increase customer satisfaction
  • Attain most socially devoted brand status in Singapore

 

The nine projects which spanned across different departments of the organisation were:

  1. Content contest on MTV http://community.starhub.com/t5/Latest-Contests-and-What-s-New/Contest-Closed-Win-a-Trip-To-Glasgow-...,
  2. Sponsorship contest on a famous Korean pop star http://community.starhub.com/t5/Past-Hackathons/CONTEST-CLOSED-Win-passes-to-meet-Kim-Soo-Hyun-in-pe...,
  3. StarHub e-books product contest partnering a company to form a Writing Interest group http://community.starhub.com/t5/Young-Author-Club/Welcome-to-the-Young-Author-Club/gpm-p/81977
  4. New Channel “Hits” launch contest activation http://community.starhub.com/t5/HITS-TV-Shows/Welcome-to-the-HITS-TV-Shows-group/m-p/81919#U81919
  5. Social TV Blog content for a popular women programme http://community.starhub.com/t5/Lady-First-Episodes/Welcome-to-the-Lady-First-Community/m-p/81285#U8...
  6. Travel group as content strategy for our roaming product http://community.starhub.com/t5/General-Travel-Discussion/Welcome-to-the-Travel-Group/td-p/80637
  7. Local music scene sponsorship contest http://community.starhub.com/t5/Latest-Contests-and-What-s-New/CLOSED-Win-a-pair-of-tickets-to-Xinya...
  8. Cross Bundle Product market research user reviews and inforgraphic http://community.starhub.com/t5/Hubbing/HomeHub-Review-See-what-our-customers-saying-about-HomeHub/m...
  9. Revamp of the super user programme http://community.starhub.com/t5/Latest-Contests-and-What-s-New/Meet-StarHub-Community-s-top-contribu...

Sales Leads Revenue

 

Although the main return on investment (ROI) for StarHub Community was a reduction in customer support costs, a surprising result was that when we channeled below-the-line recontract EDMs to StarHub Community for a few months, we actually saw huge ROI.  A post dedicated to broadband renewal promotions was created and when we directed EDMs to that post, we found that the conversation rate increased from 17% to 26%. We surmised that StarHub Community had become a place where customers can look at the most common questions and they can get their queries answered there quickly. This has become one of the most popular threads with 143,000 views. Considering StarHub has only about over 400,000 broadband households, the reach of the post is quite significant. From the leads generated from the web-based form, we are able to account for S$2.8 million in sales revenue.  http://community.starhub.com/t5/Broadband-Recontract-Offers/StarHub-Broadband-Recontract-offer-HomeH...

 

Customer Support Savings

 

Within six months of implementation, the traffic to StarHub Community superseded the traffic to starhub.com/support page. It quickly managed to realise significant cost savings of S$300,000 in Customer Support in 2013 through peer-to-peer (crowdsourcing) support.

 

For 2014, we saw traffic increase by 84% and the resultant cost savings ballooned to over S$500,000. Our top three super users alone spent 3,800 hours on the community helping others!

 

Based on a poll we did, we found that 43% of visitors to community were here for support reasons and 82% eventually got an answer resulting in 34% of them no longer needing to call the contact centre.

 

Customer Satisfaction and Brand Equity

Based on internal brand equity study results, StarHub scored significantly higher ratings on “online brand support forums” as compared to its competitors which have contributed to StarHub improving in the national published study on customer satisfaction according to The Customer Satisfaction Index of Singapore (CSISG).

 

Socially Devoted

Because of the TKBs and accepted solutions on StarHub Community, we were able to provide better responses on Facebook, which remained the primary source of customer support queries on social.  The improved efficiency helped us earn the coveted most “Socially Devoted” brand in Singapore according to Social Bakers for all 4 quarters of 2014. 

 

Status:
2016 Lithy Winner

Lithys 2016: H&R Block - Social ROI Titan

By JaniceK

Lithys 2016: H&R Block - Social ROI Titan

Status: 2016 Lithy Winner
by Lithium Technologies JaniceK ‎04-01-2016 07:51 PM - last edited on ‎05-03-2016 08:46 AM by Moderator Moderator

Company: H & R BlockUntitled.png

Entry submitted by: Jerry Green (Enterprise Community Strategist)  & Jillian Bejtlich (Community Architect) 

Community: The Community & DNA Communities

Lithy category:  Social ROI Titan

 

 

H&R Block is the world’s largest tax services provider, having prepared more than 650 million tax returns since 1955. There are approximately 12,000 company-owned and franchise retail locations in all 50 states, Puerto Rico and other U.S. territories, and on U.S. military bases around the world.

 

In fiscal 2015, H&R Block prepared 24.2 million tax returns around the world - 1 in every 7 U.S. tax returns and over $50 billion in tax refunds, credits, and other government benefits. All of this is done with the dedicated help and knowledge of over 80,000 highly trained tax professionals nationwide.

 

Our 2015 Community goals

 

When H&R Block embarked on its community initiative in 2013, the client community – The Community – was founded with the intention of providing clients a welcoming space to talk about the implications of taxes year round. What happens if I buy a house or get married? How does having a baby or adopting affect my taxes?

 

The Community was never intended to replace or impact H&R Block’s client services, but as it grew and matured it evolved from a community of practice to a highly effective and widely utilized client self-service knowledgebase. Our clients needed a different way to access help – regardless of the time of day, complexity of the question, or how long the wait time was for phone or chat support. We delivered.

 

By early 2014, we had the idea that community would not only help our clients, but could help our 80,000 associates across the country as well. After conducting a successful pilot within the client community, we built a second dedicated Lithium community – DNA Communities – in June 2015.

 

Together, the goals for H&R Block community initiative echo the values and visions of H&R Block:

 

  1. Develop an active and thriving associate community that allows associates nationwide to share knowledge, best practices, and feedback. We believe in our people.
  1. Strive to provide a frictionless client experience regardless of time of day, type of question, or product used. We take care of all clients.
  1. Augment existing client support options with an efficient, cost-effective solution that contributes to the financial success of H&R Block as a whole. We deliver for our shareholders.

 

Our focus areas and tactics to meet our goals

 

In order to build an active, sustainable, and cost effective community for both H&R Block clients and associates, we identified the following as necessary focus areas.

 

Make self-service behavior the default behavior for clients and associates.

In order to change the behavior of both clients and associates, we made subtle modifications to the environments they were already familiar with.

 

In the client community, this meant changes that encouraged searching and browsing instead of posting and leaving. Changes included re-locating the search bar in a prominent location, multiple modules for timely content and shifting the forum boards further down the page.

 

1.png

 

In the associate community, we mimicked the existing intranet down to every detail associates were familiar with from the internal intranet. We also developed a customized SSO portal that automatically recognized associates by employee ID and assigned permissions based on job codes. It is an entirely frictionless experience – and far easier than searching for the right contact to e-mail.

 

2.png3.png

 

Build a strong network of members and associates with extensive tax knowledge.

In order to effectively manage the volume of posts that occur during the tax season, we recognized and supported early “super users” in The Community and continue to employ strategies to identify potential new super users to help us support a growing member base. Super users, who are largely H&R Block associates and geographically dispersed, contribute to The Community when they have excess capacity, answering member questions at all hours of the day and creating economic efficiencies, supporting all three of our primary goals.

 

Our results

 

We built an active and thriving associate community.

As of April 19th (official close to the filing season), DNA Communities has proven to be a major success in just 8 months since launch. DNA Communities has provided over $1.64 million in services with 2,487 solutions and over 152,000 successful searches.

 

4.png

 

We provide a frictionless client experience.

After two subtle revisions to the community interface and an abundance of pre-season efforts, we have observed dramatic positive changes to The Community. We have more page views than ever before and an impressive increase in successful searches and super user involvement. Community sentiment continues to trend more positive with every tax season.

 

As of April 19th, The Community had provided approximately $2.7 million in services with 1,742 solutions and over 262,000 successful searches (87% successful search rate since improvements).

 

We provide an efficient and cost-effective support solution.

Everything we have accomplished has been with two dedicated community team employees, less than a dozen very dedicated and passionate super users, and over 150 employees whose jobs have been made easier by leading community efforts in their existing roles. The value of services provided by the community is far more than the cost of providing these services.

 

Our top six active super users have voluntarily provided the client community 807 solutions that have been viewed over 1.2 million times. On average, our top super user – a retired tax professional – provides an estimated $45,000 in services per year.

 

In total, the community initiative at H&R Block has provided well over an estimated $4.3 million in services in the course of four tax seasons. We look forward to many more years of successful community building and helping millions of clients, potential clients, and associates.

 

yye.png

 


Company: H & R BlockUntitled.png

Entry submitted by: Jerry Green (Enterprise Community Strategist)  & Jillian Bejtlich (Community Architect) 

Community: The Community & DNA Communities

Lithy category:  Social ROI Titan

 

 

H&R Block is the world’s largest tax services provider, having prepared more than 650 million tax returns since 1955. There are approximately 12,000 company-owned and franchise retail locations in all 50 states, Puerto Rico and other U.S. territories, and on U.S. military bases around the world.

 

In fiscal 2015, H&R Block prepared 24.2 million tax returns around the world - 1 in every 7 U.S. tax returns and over $50 billion in tax refunds, credits, and other government benefits. All of this is done with the dedicated help and knowledge of over 80,000 highly trained tax professionals nationwide.

 

Our 2015 Community goals

 

When H&R Block embarked on its community initiative in 2013, the client community – The Community – was founded with the intention of providing clients a welcoming space to talk about the implications of taxes year round. What happens if I buy a house or get married? How does having a baby or adopting affect my taxes?

 

The Community was never intended to replace or impact H&R Block’s client services, but as it grew and matured it evolved from a community of practice to a highly effective and widely utilized client self-service knowledgebase. Our clients needed a different way to access help – regardless of the time of day, complexity of the question, or how long the wait time was for phone or chat support. We delivered.

 

By early 2014, we had the idea that community would not only help our clients, but could help our 80,000 associates across the country as well. After conducting a successful pilot within the client community, we built a second dedicated Lithium community – DNA Communities – in June 2015.

 

Together, the goals for H&R Block community initiative echo the values and visions of H&R Block:

 

  1. Develop an active and thriving associate community that allows associates nationwide to share knowledge, best practices, and feedback. We believe in our people.
  1. Strive to provide a frictionless client experience regardless of time of day, type of question, or product used. We take care of all clients.
  1. Augment existing client support options with an efficient, cost-effective solution that contributes to the financial success of H&R Block as a whole. We deliver for our shareholders.

 

Our focus areas and tactics to meet our goals

 

In order to build an active, sustainable, and cost effective community for both H&R Block clients and associates, we identified the following as necessary focus areas.

 

Make self-service behavior the default behavior for clients and associates.

In order to change the behavior of both clients and associates, we made subtle modifications to the environments they were already familiar with.

 

In the client community, this meant changes that encouraged searching and browsing instead of posting and leaving. Changes included re-locating the search bar in a prominent location, multiple modules for timely content and shifting the forum boards further down the page.

 

1.png

 

In the associate community, we mimicked the existing intranet down to every detail associates were familiar with from the internal intranet. We also developed a customized SSO portal that automatically recognized associates by employee ID and assigned permissions based on job codes. It is an entirely frictionless experience – and far easier than searching for the right contact to e-mail.

 

2.png3.png

 

Build a strong network of members and associates with extensive tax knowledge.

In order to effectively manage the volume of posts that occur during the tax season, we recognized and supported early “super users” in The Community and continue to employ strategies to identify potential new super users to help us support a growing member base. Super users, who are largely H&R Block associates and geographically dispersed, contribute to The Community when they have excess capacity, answering member questions at all hours of the day and creating economic efficiencies, supporting all three of our primary goals.

 

Our results

 

We built an active and thriving associate community.

As of April 19th (official close to the filing season), DNA Communities has proven to be a major success in just 8 months since launch. DNA Communities has provided over $1.64 million in services with 2,487 solutions and over 152,000 successful searches.

 

4.png

 

We provide a frictionless client experience.

After two subtle revisions to the community interface and an abundance of pre-season efforts, we have observed dramatic positive changes to The Community. We have more page views than ever before and an impressive increase in successful searches and super user involvement. Community sentiment continues to trend more positive with every tax season.

 

As of April 19th, The Community had provided approximately $2.7 million in services with 1,742 solutions and over 262,000 successful searches (87% successful search rate since improvements).

 

We provide an efficient and cost-effective support solution.

Everything we have accomplished has been with two dedicated community team employees, less than a dozen very dedicated and passionate super users, and over 150 employees whose jobs have been made easier by leading community efforts in their existing roles. The value of services provided by the community is far more than the cost of providing these services.

 

Our top six active super users have voluntarily provided the client community 807 solutions that have been viewed over 1.2 million times. On average, our top super user – a retired tax professional – provides an estimated $45,000 in services per year.

 

In total, the community initiative at H&R Block has provided well over an estimated $4.3 million in services in the course of four tax seasons. We look forward to many more years of successful community building and helping millions of clients, potential clients, and associates.

 

yye.png

 

Status:
2016 Lithy Finalist

Lithys 2016: Fitbit - Social ROI Titan

By JaniceK

Lithys 2016: Fitbit - Social ROI Titan

Status: 2016 Lithy Finalist
by Lithium Technologies JaniceK ‎04-28-2016 01:19 AM - last edited on ‎05-03-2016 08:35 AM by Moderator Moderator

Fitbit_logo_RGB.jpgCompany: Fitbit, Inc.

Contact: Allison Leahy (Director of Community)

Community: Fitbit Community

Lithy category:  Social ROI Titan

 

Fitbit helps people lead healthier, more active lives by empowering them with data, inspiration and guidance to reach their goals. As the leader in connected health and fitness, Fitbit designs products and experiences that track everyday health and fitness.

 

Our 2015 goals for our Lithium-powered community and LSW

 

Fitbit helps people lead healthy and active lives by empowering them with data, inspiration, and guidance to reach their goals. Our community connects millions of users around the world so they can support one another in achieving their wellness goals.

 

Keeping focus on our brand commitment to excellent experiences, our 2015 goals centered around establishing better connections between customers and product support. We sought to increase our presence on social media, bring even more visitors to our established forum content, and ensure quick, consistent responses through all our channels.

 

We recognized that achieving these primary goals would also result in equally substantial secondary benefits. By providing excellent support via social platforms, we would deflect contacts from other support channels, which offer a more traditional one-to-one communication model. By surfacing relevant Community discussions and Accepted Solutions, we would have the opportunity to resolve customer inquiries before their question was even asked.

 

In addition, we were excited to begin routing all content through LSW, from social engagements and forum posts to marketing responses and app reviews. Through tagging, volume metrics, and social listening tools, we aimed to improve our understanding of what users are seeking when they reach out to us. This data is a vital part of improving our internal analytics and reporting to the business around milestone events.

 

Our focus areas and tactics 

 

We set out to meet - and even surpass - these goals with an ambitious multi-pronged strategy.

 

The largest single move to unite customers with content involved transitioning our Community from private to full public accessibility. The ensuing SEO visibility resulted in 3x visits and page views.

 

Untitled85.png

 

In anticipation of this new traffic, we launched a major project to maximize the value of Accepted Solutions, which appear prominently in search results. Our team worked to ensure that every Community topic included a satisfactory response, which is an effort we continue with new threads today.

 

Another significant step toward this goal was promoting our Community and Twitter support channels on both the help site and contact page. As this is the most common avenue used to reach Fitbit via email, phone, and chat, we hoped the prospect of a more rapid response on our platforms would appeal to customers.

 

We recognized that this effort would only be worthwhile if we could indeed deliver on that promise of excellent and rapid resolutions. To this end, we developed a capacity plan and staffing model to accommodate the growing popularity of our social support channels, aiming for the 4 hour maximum response time featured on our contact page, 24 hours a day. Through collaboration with our social marketing teams, we aggressively added support for newly-established regional brand pages and new channels including Instagram and app store reviews. We also put LSW’s tagging logic to work by applying product, platform, and feature-based tags to content, allowing us to get deep insights into social and community commentary.

 

In addition to bolstering our social coverage, we began acknowledging emerging issues in real-time through proactive tweets, floated community threads, and help site banners (which often linked straight to community threads). We’ve also engaged our Community Council superuser group to escalate concerning posts for quick attention. With this infrastructure in place, we were on the right track to make Fitbit a leader in the social support realm!

 

Our results

 

As we compare our current state to where we began at the start of 2015, it’s clear that the aforementioned efforts have been wildly successful.

 

Untitled86.png

 

Social media interactions increased rapidly as we strengthened our support presence and featured these channels on our contact page. Per the above graph, we saw a 616% increase in contacts to our dedicated support handle on Twitter between January 2015 and January 2016 (compared to a 393% increase the year prior). We also noted a substantial gain in channel subscriptions as we passed 100,000 followers on Twitter. Our growing audience brings increased amplification and adds value to proactive tweets, aiding us us in our mission to further reduce support contacts. As depicted below, we've calculated that by providing Twitter support alone, we've saved approximately 29,000 agent hours in Q3 and Q4 of the past year, by resolving customer issues without the involvement of email, phone, or chat.

 

Untitled87.png

 

Our shift to a public Community was impossible to overlook, as forum content quickly occupied the top spots for relevant search results. We saw daily traffic more than double in the month following this change, and noted the balance shift to more than 60% mobile visitors. As we ramp down from the last Holiday season, we now find ourselves at about 500% traffic compared to the closed community of 6 months ago.

 

To better visualize the full value of this growth, we ran a series of Community surveys to gauge the likelihood for Community visitors to open support cases after their visit. Prior to the open community, we saw potential for about 500,000 annual case deflections. Following the public relaunch, we were able to greatly increase this ROI potential, even considering increased staffing costs. Per the results of these surveys, we estimate about 225% ROI for our Community last year.

 

Untitled88.png

 

The 2015 year was one of lofty goals and great strides for both our team and our platforms. These numbers give us confidence that our hard work has resulted in better support experiences for Fitbit customers around the world, and also that we continue to significantly contribute to an efficient, versatile, and economical Customer Support department.


Fitbit_logo_RGB.jpgCompany: Fitbit, Inc.

Contact: Allison Leahy (Director of Community)

Community: Fitbit Community

Lithy category:  Social ROI Titan

 

Fitbit helps people lead healthier, more active lives by empowering them with data, inspiration and guidance to reach their goals. As the leader in connected health and fitness, Fitbit designs products and experiences that track everyday health and fitness.

 

Our 2015 goals for our Lithium-powered community and LSW

 

Fitbit helps people lead healthy and active lives by empowering them with data, inspiration, and guidance to reach their goals. Our community connects millions of users around the world so they can support one another in achieving their wellness goals.

 

Keeping focus on our brand commitment to excellent experiences, our 2015 goals centered around establishing better connections between customers and product support. We sought to increase our presence on social media, bring even more visitors to our established forum content, and ensure quick, consistent responses through all our channels.

 

We recognized that achieving these primary goals would also result in equally substantial secondary benefits. By providing excellent support via social platforms, we would deflect contacts from other support channels, which offer a more traditional one-to-one communication model. By surfacing relevant Community discussions and Accepted Solutions, we would have the opportunity to resolve customer inquiries before their question was even asked.

 

In addition, we were excited to begin routing all content through LSW, from social engagements and forum posts to marketing responses and app reviews. Through tagging, volume metrics, and social listening tools, we aimed to improve our understanding of what users are seeking when they reach out to us. This data is a vital part of improving our internal analytics and reporting to the business around milestone events.

 

Our focus areas and tactics 

 

We set out to meet - and even surpass - these goals with an ambitious multi-pronged strategy.

 

The largest single move to unite customers with content involved transitioning our Community from private to full public accessibility. The ensuing SEO visibility resulted in 3x visits and page views.

 

Untitled85.png

 

In anticipation of this new traffic, we launched a major project to maximize the value of Accepted Solutions, which appear prominently in search results. Our team worked to ensure that every Community topic included a satisfactory response, which is an effort we continue with new threads today.

 

Another significant step toward this goal was promoting our Community and Twitter support channels on both the help site and contact page. As this is the most common avenue used to reach Fitbit via email, phone, and chat, we hoped the prospect of a more rapid response on our platforms would appeal to customers.

 

We recognized that this effort would only be worthwhile if we could indeed deliver on that promise of excellent and rapid resolutions. To this end, we developed a capacity plan and staffing model to accommodate the growing popularity of our social support channels, aiming for the 4 hour maximum response time featured on our contact page, 24 hours a day. Through collaboration with our social marketing teams, we aggressively added support for newly-established regional brand pages and new channels including Instagram and app store reviews. We also put LSW’s tagging logic to work by applying product, platform, and feature-based tags to content, allowing us to get deep insights into social and community commentary.

 

In addition to bolstering our social coverage, we began acknowledging emerging issues in real-time through proactive tweets, floated community threads, and help site banners (which often linked straight to community threads). We’ve also engaged our Community Council superuser group to escalate concerning posts for quick attention. With this infrastructure in place, we were on the right track to make Fitbit a leader in the social support realm!

 

Our results

 

As we compare our current state to where we began at the start of 2015, it’s clear that the aforementioned efforts have been wildly successful.

 

Untitled86.png

 

Social media interactions increased rapidly as we strengthened our support presence and featured these channels on our contact page. Per the above graph, we saw a 616% increase in contacts to our dedicated support handle on Twitter between January 2015 and January 2016 (compared to a 393% increase the year prior). We also noted a substantial gain in channel subscriptions as we passed 100,000 followers on Twitter. Our growing audience brings increased amplification and adds value to proactive tweets, aiding us us in our mission to further reduce support contacts. As depicted below, we've calculated that by providing Twitter support alone, we've saved approximately 29,000 agent hours in Q3 and Q4 of the past year, by resolving customer issues without the involvement of email, phone, or chat.

 

Untitled87.png

 

Our shift to a public Community was impossible to overlook, as forum content quickly occupied the top spots for relevant search results. We saw daily traffic more than double in the month following this change, and noted the balance shift to more than 60% mobile visitors. As we ramp down from the last Holiday season, we now find ourselves at about 500% traffic compared to the closed community of 6 months ago.

 

To better visualize the full value of this growth, we ran a series of Community surveys to gauge the likelihood for Community visitors to open support cases after their visit. Prior to the open community, we saw potential for about 500,000 annual case deflections. Following the public relaunch, we were able to greatly increase this ROI potential, even considering increased staffing costs. Per the results of these surveys, we estimate about 225% ROI for our Community last year.

 

Untitled88.png

 

The 2015 year was one of lofty goals and great strides for both our team and our platforms. These numbers give us confidence that our hard work has resulted in better support experiences for Fitbit customers around the world, and also that we continue to significantly contribute to an efficient, versatile, and economical Customer Support department.

Status:
2015 Lithy Submission

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

By JaniceK

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

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

Company: MEO (Portugal Telecom) 

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

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

Lithy category: Social ROI Titan

 

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


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


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

 

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

 

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

 

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

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

 

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

 

  1. Member acquisition and usage growth

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

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

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

 

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

 

2. Resolution rate and call deflection

 

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

 

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

 

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

 

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

 

3. Customer journeys optimisation and customer listening

 

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

 

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

 

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

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

 

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

 

ROI

 

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

 

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

 


Company: MEO (Portugal Telecom) 

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

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

Lithy category: Social ROI Titan

 

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


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


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

 

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

 

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

 

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

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

 

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

 

  1. Member acquisition and usage growth

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

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

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

 

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

 

2. Resolution rate and call deflection

 

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

 

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

 

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

 

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

 

3. Customer journeys optimisation and customer listening

 

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

 

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

 

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

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

 

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

 

ROI

 

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

 

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

 

Status:
2016 Lithy Submission

Lithys 2016: AmBank (M) Berhad - Social ROI Titan

By JaniceK

Lithys 2016: AmBank (M) Berhad - Social ROI Titan

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-25-2016 12:23 PM - last edited on ‎05-03-2016 08:39 AM by Moderator Moderator

482.pngCompany: AmBank (M) Berhad

Entry submitted by:  Anna Ramly / Nurul Hana Mariana Muhammad (Assistant Manager)

Community: TRUE by AmBank – TRUE Community

Lithy category:  Social ROI Titan

 

AmBank Group is one of Malaysia’s premier financial solutions Groups with 40 years of legacy in understanding Malaysian customers and provides a wide range of both conventional and Islamic financial products and services.

While AmBank Group continues to grow dynamically and gain recognition as Malaysia’s preferred financial solutions group, its strategic partnerships with key global players has paved the way for greater international connectivity. Complementing its strong reputation as a key financial solution provider in Malaysia, its partnerships with Australia and New Zealand Banking Group (ANZ), Insurance Australia Group (IAG) and MetLife Inc has brought new energy and value in how the Group conducts its business to better serve its markets. TRUE by AmBank, a solution designed for young professionals, is a new addition to the AmBank Group family and comprises not only of a TRUE Everyday Banking Kit (debit and credit card) but also the first bank in Malaysia to offer a digital community platform – TRUE Lab.

 

Our 2015 community goals 

 

When we first launched TRUE Lab, the first digital community platform by a Financial Institution in Malaysia, we aimed to fulfill the following goals:

  • Increase engagement rate of the brand
  • Crowd source ideas on banking solutions and services
  • Introduce the concept of TRUE Lab - a community platform to crowdsource for ideas.
  • Grow a community financial education
  • Introduce the power of community feedback and co-creation

 

Our focus areas and tactics to meet our goals

 

In order to achieve these goals, we came up with several campaigns designed to gain feedback, inspire creativity, stimulate ideas from our community and build brand loyalty among our members through our first gamification program.

 

TRUE Potential campaign

 

The introduction to TRUE Lab was through an emotional route. TRUE Potential was launched to listen to individuals who have always dreamed of realizing their TRUE potential and unleashing their capabilities that they could not pursue due to circumstances. This was in line with the objectives of TRUE Lab where we listen to the community and deliver their wants and needs. At the end of the campaign, we helped these well-deserved individuals discover their potential and realize their dreams, and at the same time, gained friends in the TRUE Lab community.

 

Untitled1.png

 

Community Connection

 

Besides TRUE Potential, we also ran nine other campaigns to instill a deeper connection with superfans and TRUE Lab members through initiatives like TRUE Love, TRUE Touch ‘N Go, TRUE Fortune, TRUE Mother’s Day, #TRUEgettingtoknowyou, #TRUEbyAmBankOOTD, TRUE@Uni Ideation, TRUE Goals, and our pilot gamification program, TRUE Quest 2015. During #TRUEgettingtoknowyou, community members were invited to share personal stories, anecdotes and their sense of style while getting to know other personalities lurking behind the usernames, including the individuals helming the TRUE Lab team. #TRUEbyAmBankOOTD, held in conjunction with TRUE Fashion Month, drove traffic for the months of August and September as they battled for the chance to be crowned TRUE Lab’s Most Fashionable Fashionista.

 

The gamification element of TRUE Lab was always a priority for us as we had already identified our superfans. By introducing our pilot gamification program in November, we had a simple game plan that would entail members to gain badges and rewards when they initiated content, encouraged ideation and discussion, and referred their friends and family members to TRUE Lab.

 

Untitled2.pngUntitled3.pngUntitled4.png

 

 

Our Results

 

TRUE Potential: During the three-month campaign period, we used the following methods to increase awareness to TRUE Lab: Facebook PPLA, Facebook PPVA, LinkedIn, YouTube Masthead, YouTube InVideo Overlay, Google Display Network and tie up with blog networks. Within six weeks, our TRUE Potential video reached 171,858 unique viewers and made 1,059,607 impressions. We also received over 250 submissions by March. The Lithium platform enabled members to share their ideas via the Lithium ‘Share’ function for Facebook and other social media outlets, and this helped their idea gain more kudos.

 

Untitled5.png

 

TRUE Potential Campaign Results

 

The marketing ringgit spent on Facebook PPLA, Facebook PPVA, YouTube pre-roll ads and Google Display Networks proved to be effective when there was traffic driven to TRUE Lab, which resulted in the increase of membership registration and participation of the campaign.

 

From this campaign alone, we received:

  • 146,502 page views
  • 80,852 visits
  • 67,834 unique visitors
  • 1,309 new members
  • 256 ideas and 1358 kudos
  • Facebook - 9,153,793 impressions
  • LinkedIn – 99,026 impressions
  • YouTube – 1,059,607 impressions, 232,448 views, 171,858 unique viewers
  • YouTube Masthead (Mobile) – 135,781 clicks, 7,115,162 clicks

 

Overall TRUE Lab campaigns results

 

We introduced 10 campaigns in 2015 in the LSW community, which helped boost membership numbers, submission of ideas and activity in TRUE Lab. We went from 694 members at the beginning of the launch of TRUE Lab to 2,046 by the end of 2015, resulting in a membership increase of 195%. Since implementing LSW, we noticed a spike in unique visitors and page views particularly from mobile phones.

 

Untitled6.png


482.pngCompany: AmBank (M) Berhad

Entry submitted by:  Anna Ramly / Nurul Hana Mariana Muhammad (Assistant Manager)

Community: TRUE by AmBank – TRUE Community

Lithy category:  Social ROI Titan

 

AmBank Group is one of Malaysia’s premier financial solutions Groups with 40 years of legacy in understanding Malaysian customers and provides a wide range of both conventional and Islamic financial products and services.

While AmBank Group continues to grow dynamically and gain recognition as Malaysia’s preferred financial solutions group, its strategic partnerships with key global players has paved the way for greater international connectivity. Complementing its strong reputation as a key financial solution provider in Malaysia, its partnerships with Australia and New Zealand Banking Group (ANZ), Insurance Australia Group (IAG) and MetLife Inc has brought new energy and value in how the Group conducts its business to better serve its markets. TRUE by AmBank, a solution designed for young professionals, is a new addition to the AmBank Group family and comprises not only of a TRUE Everyday Banking Kit (debit and credit card) but also the first bank in Malaysia to offer a digital community platform – TRUE Lab.

 

Our 2015 community goals 

 

When we first launched TRUE Lab, the first digital community platform by a Financial Institution in Malaysia, we aimed to fulfill the following goals:

  • Increase engagement rate of the brand
  • Crowd source ideas on banking solutions and services
  • Introduce the concept of TRUE Lab - a community platform to crowdsource for ideas.
  • Grow a community financial education
  • Introduce the power of community feedback and co-creation

 

Our focus areas and tactics to meet our goals

 

In order to achieve these goals, we came up with several campaigns designed to gain feedback, inspire creativity, stimulate ideas from our community and build brand loyalty among our members through our first gamification program.

 

TRUE Potential campaign

 

The introduction to TRUE Lab was through an emotional route. TRUE Potential was launched to listen to individuals who have always dreamed of realizing their TRUE potential and unleashing their capabilities that they could not pursue due to circumstances. This was in line with the objectives of TRUE Lab where we listen to the community and deliver their wants and needs. At the end of the campaign, we helped these well-deserved individuals discover their potential and realize their dreams, and at the same time, gained friends in the TRUE Lab community.

 

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Community Connection

 

Besides TRUE Potential, we also ran nine other campaigns to instill a deeper connection with superfans and TRUE Lab members through initiatives like TRUE Love, TRUE Touch ‘N Go, TRUE Fortune, TRUE Mother’s Day, #TRUEgettingtoknowyou, #TRUEbyAmBankOOTD, TRUE@Uni Ideation, TRUE Goals, and our pilot gamification program, TRUE Quest 2015. During #TRUEgettingtoknowyou, community members were invited to share personal stories, anecdotes and their sense of style while getting to know other personalities lurking behind the usernames, including the individuals helming the TRUE Lab team. #TRUEbyAmBankOOTD, held in conjunction with TRUE Fashion Month, drove traffic for the months of August and September as they battled for the chance to be crowned TRUE Lab’s Most Fashionable Fashionista.

 

The gamification element of TRUE Lab was always a priority for us as we had already identified our superfans. By introducing our pilot gamification program in November, we had a simple game plan that would entail members to gain badges and rewards when they initiated content, encouraged ideation and discussion, and referred their friends and family members to TRUE Lab.

 

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Our Results

 

TRUE Potential: During the three-month campaign period, we used the following methods to increase awareness to TRUE Lab: Facebook PPLA, Facebook PPVA, LinkedIn, YouTube Masthead, YouTube InVideo Overlay, Google Display Network and tie up with blog networks. Within six weeks, our TRUE Potential video reached 171,858 unique viewers and made 1,059,607 impressions. We also received over 250 submissions by March. The Lithium platform enabled members to share their ideas via the Lithium ‘Share’ function for Facebook and other social media outlets, and this helped their idea gain more kudos.

 

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TRUE Potential Campaign Results

 

The marketing ringgit spent on Facebook PPLA, Facebook PPVA, YouTube pre-roll ads and Google Display Networks proved to be effective when there was traffic driven to TRUE Lab, which resulted in the increase of membership registration and participation of the campaign.

 

From this campaign alone, we received:

  • 146,502 page views
  • 80,852 visits
  • 67,834 unique visitors
  • 1,309 new members
  • 256 ideas and 1358 kudos
  • Facebook - 9,153,793 impressions
  • LinkedIn – 99,026 impressions
  • YouTube – 1,059,607 impressions, 232,448 views, 171,858 unique viewers
  • YouTube Masthead (Mobile) – 135,781 clicks, 7,115,162 clicks

 

Overall TRUE Lab campaigns results

 

We introduced 10 campaigns in 2015 in the LSW community, which helped boost membership numbers, submission of ideas and activity in TRUE Lab. We went from 694 members at the beginning of the launch of TRUE Lab to 2,046 by the end of 2015, resulting in a membership increase of 195%. Since implementing LSW, we noticed a spike in unique visitors and page views particularly from mobile phones.

 

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