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:
2014 Lithy Submission

Lithys 2014: Cortal Consors - Most Creative Promot...

By JaniceK

Lithys 2014: Cortal Consors - Most Creative Promotion or Launch

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-04-2014 10:37 AM - last edited on ‎05-09-2014 04:37 PM by Lithium Technologies DeniseJ

Company: Cortol Consors 

Entry submitted by: Clemens Eckstein (CCornerstone) Senior Expert eBusiness

Community: Die Wissenscommunity von Cortal Consors (https://wissen.cortalconsors.de)

Lithy category: Most Creative Promotion or Launch

 

Cortal Consors is a leading direct bank for investment: from trading to long term savings.

 

With sustainable innovations and a modern interpretation of banking services.

 

Our mission statement – what is our attitude?

As a leading direct bank for private investment, we liberate our clients from the restrictions of classical German banks.

 

We empower them to self-directed financial independence with all the support the client demands. Our know-how, our ability to innovate, the independence of our product offerings, and our unique passion are what drives us.

 

»Cortal Consors is the first address for self-directed investment.«


Our Business Goals

-       Financial Empowerment of Banking Customers

-       Transparency and Trustworthy Relationship with Customers

-       Innovation leader

 

The Lithium software builds the foundation for the three business goals described above.

 

Financial Empowerment:

 

Using the Tribal Knowledge Base we have the perfect platform for building and gathering trusted content.

 

The Forum offers real and up to date help for customers and place to discuss about financial markets. Since many long-term customers have gathered significant knowledge and experience in a wide array of banking topics the community allows us to tap this resource.

 

The Blog is another way for us to provide well-founded education to our banking clientele.

 

Transparency and Trustworthy Relationship:

 

Next to our presence in the forum and blog where we able to answer the questions of our customers we also provide the possibility to rate & review our products and services as one of the first banks in Europe.

 

This is a bold move for us since it puts great power in the hands of our customers. By allowing this open and public feedback from existing customers on our own platform we provide absolute transparency on our strength and weaknesses. The strong integration of our customer support in case of bad reviews allows us also to communicate, solve issues and build up a trustworthy relationshop. 

 

Our Business Results:

 

As it's only been 1 1/2 months, we are still undertaking the first steps. However, below you'll find some KPIs which already show significant improvement in comparison to our old “Knowledge” area. 

 

 

Most Creative Promotion or Launch (Video Entry):

 

The promotional video

-       Array of possibilities within the community (Community, Wiki, R&Rs,…)

-       The development of a newbie to successful investment

-       Social interaction

 

Together we know more – The new Cortal Consors Websection Knowledge

 

No matter if beginner or professional: The new Cortal Consors Websection Knowledge gives customers a voice. It provides a platform to communicate and supports its users to make the best financial decision. The new Websection Knowledge is supposed to address a wide target group. Every user should be able to help others with their expertise or can ask for help – there are no stupid questions.It´s important that users have fun to exchange their knowledge and that they are empowered to push their financial concerns further.

 

We want to convey all these contents in an easy, comprehendible and entertaining way. This is why we transport our message with moving images.

 

Our storytelling focuses on personal stories because its more emotional and less educational. The idea is to show by means of a personal success story how the Websection Knowledge works. Furthermore it boosts the attention and also the capacity for remembering.

 

The concept "Open Kitchen" is based on the idea that cooking brings people together: beginners learn from professionals, ideas are exchanged, like-minded persons get together, people support each other. We think: This is what the Websection Knowledge stands for and this is why we chose it to build the frame of our storyboard.

 

View our video herehttps://www.youtube.com/watch?v=s0gAUDIIf5w&feature=youtu.be

 

 

 


Company: Cortol Consors 

Entry submitted by: Clemens Eckstein (CCornerstone) Senior Expert eBusiness

Community: Die Wissenscommunity von Cortal Consors (https://wissen.cortalconsors.de)

Lithy category: Most Creative Promotion or Launch

 

Cortal Consors is a leading direct bank for investment: from trading to long term savings.

 

With sustainable innovations and a modern interpretation of banking services.

 

Our mission statement – what is our attitude?

As a leading direct bank for private investment, we liberate our clients from the restrictions of classical German banks.

 

We empower them to self-directed financial independence with all the support the client demands. Our know-how, our ability to innovate, the independence of our product offerings, and our unique passion are what drives us.

 

»Cortal Consors is the first address for self-directed investment.«


Our Business Goals

-       Financial Empowerment of Banking Customers

-       Transparency and Trustworthy Relationship with Customers

-       Innovation leader

 

The Lithium software builds the foundation for the three business goals described above.

 

Financial Empowerment:

 

Using the Tribal Knowledge Base we have the perfect platform for building and gathering trusted content.

 

The Forum offers real and up to date help for customers and place to discuss about financial markets. Since many long-term customers have gathered significant knowledge and experience in a wide array of banking topics the community allows us to tap this resource.

 

The Blog is another way for us to provide well-founded education to our banking clientele.

 

Transparency and Trustworthy Relationship:

 

Next to our presence in the forum and blog where we able to answer the questions of our customers we also provide the possibility to rate & review our products and services as one of the first banks in Europe.

 

This is a bold move for us since it puts great power in the hands of our customers. By allowing this open and public feedback from existing customers on our own platform we provide absolute transparency on our strength and weaknesses. The strong integration of our customer support in case of bad reviews allows us also to communicate, solve issues and build up a trustworthy relationshop. 

 

Our Business Results:

 

As it's only been 1 1/2 months, we are still undertaking the first steps. However, below you'll find some KPIs which already show significant improvement in comparison to our old “Knowledge” area. 

 

 

Most Creative Promotion or Launch (Video Entry):

 

The promotional video

-       Array of possibilities within the community (Community, Wiki, R&Rs,…)

-       The development of a newbie to successful investment

-       Social interaction

 

Together we know more – The new Cortal Consors Websection Knowledge

 

No matter if beginner or professional: The new Cortal Consors Websection Knowledge gives customers a voice. It provides a platform to communicate and supports its users to make the best financial decision. The new Websection Knowledge is supposed to address a wide target group. Every user should be able to help others with their expertise or can ask for help – there are no stupid questions.It´s important that users have fun to exchange their knowledge and that they are empowered to push their financial concerns further.

 

We want to convey all these contents in an easy, comprehendible and entertaining way. This is why we transport our message with moving images.

 

Our storytelling focuses on personal stories because its more emotional and less educational. The idea is to show by means of a personal success story how the Websection Knowledge works. Furthermore it boosts the attention and also the capacity for remembering.

 

The concept "Open Kitchen" is based on the idea that cooking brings people together: beginners learn from professionals, ideas are exchanged, like-minded persons get together, people support each other. We think: This is what the Websection Knowledge stands for and this is why we chose it to build the frame of our storyboard.

 

View our video herehttps://www.youtube.com/watch?v=s0gAUDIIf5w&feature=youtu.be

 

 

 

Status:
2014 Lithy Submission

Lithys 2014: Autodesk - The Organization Game Chan...

By JaniceK

Lithys 2014: Autodesk - The Organization Game Changer

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-15-2014 01:14 PM - last edited on ‎04-28-2014 08:53 AM by Community Administrator Community Administrator

Company: Autodesk 

Entry submitted by: Michael Pascucci (MPascucci) Senior Community Engagement Manager

Community: Autodesk Community (http://forums.autodesk.com/)

Lithy category: The Organization Game Changer

 

Autodesk, Inc. is a leader in 3D design, engineering and entertainment software. Customers across the manufacturing, architecture, building, construction, and media and entertainment industries use Autodesk software to design, visualize, and simulate their ideas before they're ever built or created. 

 

Like most software companies, Autodesk is focused on providing comprehensive solutions that our user base can rely on while also reaching new areas of the marketplace that were previously uncharted. Unlike other companies, Autodesk is also committed to reinventing our standard business model, moving away from standard licensing and into a flexible use anywhere, on any device, at anytime model.

 

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

 

Lithium has provided us with an avenue to combat the above, providing a true peer-to-peer community space where users ask technical and subject matter related questions, share suggestions and answers, support overall product mastery, and collaborate on future product and service enhancement suggestions, all the while reducing the need for direct one-on-one support (forums) and Research and Development (ideastations).

 

 

In November 2013 the Autodesk Community site was rereleased, following an extensive redesign process which was supported by Lithium Professional Services. The result was a new compelling, easy-to-use site & experience that: optimizes our customers' ability to help themselves as well as each other; accelerates collaboration and innovation with our products & services; enables easy content creation, curation and distribution; all the while extending customer relationships each other, and Autodesk as a whole.

 

 

Business Results

 

   

 

 


Company: Autodesk 

Entry submitted by: Michael Pascucci (MPascucci) Senior Community Engagement Manager

Community: Autodesk Community (http://forums.autodesk.com/)

Lithy category: The Organization Game Changer

 

Autodesk, Inc. is a leader in 3D design, engineering and entertainment software. Customers across the manufacturing, architecture, building, construction, and media and entertainment industries use Autodesk software to design, visualize, and simulate their ideas before they're ever built or created. 

 

Like most software companies, Autodesk is focused on providing comprehensive solutions that our user base can rely on while also reaching new areas of the marketplace that were previously uncharted. Unlike other companies, Autodesk is also committed to reinventing our standard business model, moving away from standard licensing and into a flexible use anywhere, on any device, at anytime model.

 

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

 

Lithium has provided us with an avenue to combat the above, providing a true peer-to-peer community space where users ask technical and subject matter related questions, share suggestions and answers, support overall product mastery, and collaborate on future product and service enhancement suggestions, all the while reducing the need for direct one-on-one support (forums) and Research and Development (ideastations).

 

 

In November 2013 the Autodesk Community site was rereleased, following an extensive redesign process which was supported by Lithium Professional Services. The result was a new compelling, easy-to-use site & experience that: optimizes our customers' ability to help themselves as well as each other; accelerates collaboration and innovation with our products & services; enables easy content creation, curation and distribution; all the while extending customer relationships each other, and Autodesk as a whole.

 

 

Business Results

 

   

 

 

Status:
2014 Lithy Submission

Lithys 2014: MoneyGram - The Organization Game Cha...

By JaniceK

Lithys 2014: MoneyGram - The Organization Game Changer

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎03-31-2014 03:23 PM - last edited on ‎04-28-2014 08:52 AM by Moderator Moderator

Company: MoneyGram 

Entry submitted by: Lindsay Conant (LCMG) Digital Marketing Manager, Social Care

LSW: www.facebook.com/moneygram and www.twitter.com/moneygramme

Lithy category: The Organization Game Changer

 

It’s a big world out there. People now move across continents, through time zones, and around the globe with staggering speed, frequency, and efficiency. And when they do move, they need a way to move their money as well. While banks usually facilitate this need, there is a surprising population of individuals and countries that are either underserved by – or unable to fully use – traditional banking services. 

 

For those individuals, MoneyGram, offers worldwide money transfer services through a network of 336,000 agent locations – including retailers, international post offices, and financial institutions – in more than 200 countries and territories. That’s more locations than McDonald’s, Starbucks, and Wal-Mart combined!

 

In the money transfer industry, sales are traditionally driven by word of mouth and methods of doing business and internal corporate structure are slow to evolve. Therefore a decision to become a more consumer-centric, socially-devoted company was a significant challenge for MoneyGram.

 

As MoneyGram’s Digital Marketing department began to nurture a stronger relationship with our customers via communication on preferred social media channels, and witnessed impressive growth of our online community, customers immediately started engaging with us to resolve service questions and concerns.

 

The ability to provide reliable money transfer services for our consumers is critically important to our business. Meeting the needs of consumers who use money transfer services is far from a simple Monday to Friday, 9 to 5 endeavor. Customers rely on MoneyGram services to enable them to complete financial transactions, quickly and securely, to send money to family members and loved ones across different time zones – often money that is intended to help with family emergencies and other important events.

 

And because our business consistently deals with fraud and privacy risk, we deemed it essential that our customers have a fast connection to our top-tier customer care team to address these concerns – 24/7/365. Timeliness and effectiveness are key. We also wanted to significantly decrease response time and streamline a fragmented customer support process by enabling our customer support team to directly engage with customers on their preferred social media channel.

 

To address these goals, we resolved to change and refocus the way we approached our customer relationships on social media by strategically combining our marketing channel customer support with our global contact center to respond to and resolve issues more efficiently. This would require a significant cross-functional collaboration and a shift in established social media procedures and customer service methodology within the organization.

 

Previously, Digital Marketing and Customer Care functioned in distinctively separate “silos.” The Customer Care department focused on issues received from the call center. The Digital team was dedicated to addressing communication with the online community to develop relationships and brand loyalty with customers. That’s where Lithium came in.

 

Lithium enabled our social care program to grow from one person to a team of eight, quickly and effectively, by providing an easy-to-use, single-engagement tool that:

  • Met the unique needs of both marketing and customer care 
  • Ensured one source of metrics and one message internally
  • Provided a customer profile and conversation history that protected against duplication of conversations and requests
  • Offered scalable workflow management and agent specific metrics which was essential for staffing, training, and performance evaluation purposes  
  • Enabled us to share the voice of the customer back into the business to drive actionable results 

Our business partnership with Lithium commenced in October when social care was still being monitored and responded to solely by the Digital team.  Both Digital Marketing and Contact Center leadership then worked together diligently to establish an alliance where both sides trusted the value of social media as a communication channel, and understood the needs of our global customers online. 

 

With limited resources, we did not have the luxury of appointing a team solely dedicated to social care. To solve this issue, we addressed social care as a ‘rotating task’ to be carried out by current customer care representatives.

Digital Marketing collaborated closely with Contact Center decision makers to agree upon an agent profile and identify the skill sets required for successful social media engagement. With this blueprint, Customer Care was able to select an effective Social Care team made up of senior representatives who fully understood our products, compliance, and legal guidelines.

 

Along with meeting the initial challenges, Lithium gives us the opportunity to expand our social care initiative and continue to address our customers evolving needs.

 

The impact on the organization was significant, highly successful, and received company-wide recognition and acknowledgement. Now, with the help of Lithium, MoneyGram enjoys the benefits of a cooperative relationship where two previously exclusive business channels can combine their respective expertise to serve the needs of our social media community, quickly & effectively, provide in-channel resolution of issues, and realize the potential to convert dissatisfaction into solid brand advocacy. Customer Care now looks at themselves as more than simply a “call center” and has repositioned the department as a “contact center” that can communicate with customers on a variety of different channels. And most importantly, they are now creating customer service roles that will be primarily focused on social media.

 

Our compliance, fraud, and security departments also gained more visibility into our customer’s online conversations and were, therefore, able to identify and respond to the most current and relevant customer concerns.

 

Additionally, our customers benefit in the ability to communicate directly with customer service representatives via our social media channels to resolve service issues and, at the same time, continue interacting with MoneyGram as a social media community member.

 

Here’s an example of how MoneyGram’s 24/7/365 Social Care program is directly impacting and improving the customer experience.

 

As well as improved customer experience, the new social care focus has enhanced our ability to protect our customers from fraud activity that involves money transfers. The interaction below shows an actual scenario wherein we were able to alert a customer to a possible scam before they became a victim.

 

 

Our Business Results:

Since implementing Lithium in October 2013 MoneyGram has:

  • Increased the number of customers assisted per month by 46%
  • Increased social care outbound volumes per month by 95%
  • Decreased conversations requiring off-line resolution per month by 17%
  • Reduced response time by 93% – to just over an hour – in February  

“It would be difficult to overstate how game-changing MoneyGram’s efforts to improve our customer experience has been for our organization, both globally and locally,” according to Christina Martin, Vice President of Digital Marketing.  “In an industry that is rooted in established business procedures, even minor changes require careful planning and thoughtful internal coordination.  Changing the way we looked at social media and its contribution to our customer care efforts was, in essence, a remarkable evolution. It gave birth to new business opportunities, increased service efficiencies, and unprecedented cooperation between departments.   And through this shift in thinking, Lithium was instrumental in providing us with the exact tool we needed to make the transition smooth and highly successful.”

 

 


Company: MoneyGram 

Entry submitted by: Lindsay Conant (LCMG) Digital Marketing Manager, Social Care

LSW: www.facebook.com/moneygram and www.twitter.com/moneygramme

Lithy category: The Organization Game Changer

 

It’s a big world out there. People now move across continents, through time zones, and around the globe with staggering speed, frequency, and efficiency. And when they do move, they need a way to move their money as well. While banks usually facilitate this need, there is a surprising population of individuals and countries that are either underserved by – or unable to fully use – traditional banking services. 

 

For those individuals, MoneyGram, offers worldwide money transfer services through a network of 336,000 agent locations – including retailers, international post offices, and financial institutions – in more than 200 countries and territories. That’s more locations than McDonald’s, Starbucks, and Wal-Mart combined!

 

In the money transfer industry, sales are traditionally driven by word of mouth and methods of doing business and internal corporate structure are slow to evolve. Therefore a decision to become a more consumer-centric, socially-devoted company was a significant challenge for MoneyGram.

 

As MoneyGram’s Digital Marketing department began to nurture a stronger relationship with our customers via communication on preferred social media channels, and witnessed impressive growth of our online community, customers immediately started engaging with us to resolve service questions and concerns.

 

The ability to provide reliable money transfer services for our consumers is critically important to our business. Meeting the needs of consumers who use money transfer services is far from a simple Monday to Friday, 9 to 5 endeavor. Customers rely on MoneyGram services to enable them to complete financial transactions, quickly and securely, to send money to family members and loved ones across different time zones – often money that is intended to help with family emergencies and other important events.

 

And because our business consistently deals with fraud and privacy risk, we deemed it essential that our customers have a fast connection to our top-tier customer care team to address these concerns – 24/7/365. Timeliness and effectiveness are key. We also wanted to significantly decrease response time and streamline a fragmented customer support process by enabling our customer support team to directly engage with customers on their preferred social media channel.

 

To address these goals, we resolved to change and refocus the way we approached our customer relationships on social media by strategically combining our marketing channel customer support with our global contact center to respond to and resolve issues more efficiently. This would require a significant cross-functional collaboration and a shift in established social media procedures and customer service methodology within the organization.

 

Previously, Digital Marketing and Customer Care functioned in distinctively separate “silos.” The Customer Care department focused on issues received from the call center. The Digital team was dedicated to addressing communication with the online community to develop relationships and brand loyalty with customers. That’s where Lithium came in.

 

Lithium enabled our social care program to grow from one person to a team of eight, quickly and effectively, by providing an easy-to-use, single-engagement tool that:

  • Met the unique needs of both marketing and customer care 
  • Ensured one source of metrics and one message internally
  • Provided a customer profile and conversation history that protected against duplication of conversations and requests
  • Offered scalable workflow management and agent specific metrics which was essential for staffing, training, and performance evaluation purposes  
  • Enabled us to share the voice of the customer back into the business to drive actionable results 

Our business partnership with Lithium commenced in October when social care was still being monitored and responded to solely by the Digital team.  Both Digital Marketing and Contact Center leadership then worked together diligently to establish an alliance where both sides trusted the value of social media as a communication channel, and understood the needs of our global customers online. 

 

With limited resources, we did not have the luxury of appointing a team solely dedicated to social care. To solve this issue, we addressed social care as a ‘rotating task’ to be carried out by current customer care representatives.

Digital Marketing collaborated closely with Contact Center decision makers to agree upon an agent profile and identify the skill sets required for successful social media engagement. With this blueprint, Customer Care was able to select an effective Social Care team made up of senior representatives who fully understood our products, compliance, and legal guidelines.

 

Along with meeting the initial challenges, Lithium gives us the opportunity to expand our social care initiative and continue to address our customers evolving needs.

 

The impact on the organization was significant, highly successful, and received company-wide recognition and acknowledgement. Now, with the help of Lithium, MoneyGram enjoys the benefits of a cooperative relationship where two previously exclusive business channels can combine their respective expertise to serve the needs of our social media community, quickly & effectively, provide in-channel resolution of issues, and realize the potential to convert dissatisfaction into solid brand advocacy. Customer Care now looks at themselves as more than simply a “call center” and has repositioned the department as a “contact center” that can communicate with customers on a variety of different channels. And most importantly, they are now creating customer service roles that will be primarily focused on social media.

 

Our compliance, fraud, and security departments also gained more visibility into our customer’s online conversations and were, therefore, able to identify and respond to the most current and relevant customer concerns.

 

Additionally, our customers benefit in the ability to communicate directly with customer service representatives via our social media channels to resolve service issues and, at the same time, continue interacting with MoneyGram as a social media community member.

 

Here’s an example of how MoneyGram’s 24/7/365 Social Care program is directly impacting and improving the customer experience.

 

As well as improved customer experience, the new social care focus has enhanced our ability to protect our customers from fraud activity that involves money transfers. The interaction below shows an actual scenario wherein we were able to alert a customer to a possible scam before they became a victim.

 

 

Our Business Results:

Since implementing Lithium in October 2013 MoneyGram has:

  • Increased the number of customers assisted per month by 46%
  • Increased social care outbound volumes per month by 95%
  • Decreased conversations requiring off-line resolution per month by 17%
  • Reduced response time by 93% – to just over an hour – in February  

“It would be difficult to overstate how game-changing MoneyGram’s efforts to improve our customer experience has been for our organization, both globally and locally,” according to Christina Martin, Vice President of Digital Marketing.  “In an industry that is rooted in established business procedures, even minor changes require careful planning and thoughtful internal coordination.  Changing the way we looked at social media and its contribution to our customer care efforts was, in essence, a remarkable evolution. It gave birth to new business opportunities, increased service efficiencies, and unprecedented cooperation between departments.   And through this shift in thinking, Lithium was instrumental in providing us with the exact tool we needed to make the transition smooth and highly successful.”

 

 

Status:
2014 Lithy Submission

Lithys 2014: StarHub - The Organization Game Chang...

By JaniceK

Lithys 2014: StarHub - The Organization Game Changer

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-26-2014 02:23 PM - last edited on ‎05-09-2014 04:29 PM by Lithium Technologies DeniseJ

Company: StarHub 

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

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

Lithy category: The Organization Game Changer

 

StarHub Community, together with our social media agency Vocanic, has embarked upon cross-functional collaboration with 10 departments in our organization. Apart from Customer Service and Marketing, we have worked with our Network, Market Research, Marketing, Human Resources, Content and Mobile teams. Through collaboration within our organization, our initiatives have been recognized and we have won industry accolades in Singapore: Best use of Brand Advocacy (Gold) at the Loyalty & Engagement Awards 2013 and Excellence in Loyalty Marketing (Silver) at the Marketing Excellence Awards 2013. Read the details below.

 

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


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

 

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


In so doing, StarHub was able to tap into the vast prowess of peer-to-peer support, eliminating the need for customers to call in. The strategy unearthed unlimited potential going beyond customer service to touch on topics relating to Human Resource, Content Marketing, Sponsorship Deals, Marketing Communications and Direct Marketing just to name a few. We have worked with various departments within our organization to run campaigns for their activations. As each department adds StarHub Community to their activity scorecard, we become a vibrant platform that integrates into the different layers of our organization.


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


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

 

What were the goals?


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


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


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


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

 

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


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


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


How has your company incorporated Lithium against those business goals?


Cross-functional collaboration with StarHub Community with various departments in our organization:


1. Network dept.: The Network team has a Network feedback app where employees – on the private Employee Board – are asked to give feedback when they encounter data access problems so the Network team can take action to rectify issues. After a successful trial we intend to launch this to the public. This will greatly enhance customer feedback by pinpointing to us areas with network issues which we can then take action on.


Link to post (private) http://community.starhub.com/t5/Employee-Network/Help-Us-Improve-Our-
Mobile-Network/m-p/52905#U52905

 

Screenshot of Network post:

 

2. Market research dept.: Instead of conducting expensive focus groups, we now conduct them through Community and additionally develop long-term relationships with respondents. For confidential projects we use trusted, closed-group advocates for respondents.


Link to post: http://community.starhub.com/t5/HomeHub-Survey/CLOSED-HomeHub-Bundle-Survey/m-p/73247#M1

 

Screenshot of post:

 

3. Corporate Communications dept.: We work closely with the Corp Comms team to manage crises. StarHub Community is a more positive environment for constructive feedback compared to Social Media platforms like Facebook and Twitter where customers may slam us. Here, trusted advocates who potentially have StarHub’s interests in mind give us fair and constructive feedback and step in to moderate other users who may troll us.


Link to post: http://community.starhub.com/t5/Mobile-Plans-and-Rates/RIPOFF-Starhub-will-startcharging-EXTRA-for-4G-from-1-June-2014/td-p/74241/page/5

 

Screenshot of post:

 

4. Human Resources dept.: StarHub believes in keeping employees happy and healthy and to show that the company cares, the HR team embarked on a program to deliver to our employees a package of fresh fruit every Friday. We leveraged on this to run a fun employee photo contest called the Juicy Smile contest. We asked employees to "flash your juiciest smile with the fruit of the day,” take a photo and upload it on the Contest page on the private Employee board on StarHub Community. The top 3 best smiles were rewarded with a $50 shopping voucher each.


We previously tried other platforms to engage employees but these had little participation because employees could not access these platforms at home. Community however, is on the cloud and has an easy user interface, encouraging employee participation.


Link to post (private board): http://community.starhub.com/t5/Employee-Hot-Topics/Juicy-Smile-Contest/m-p/70947#U70947

 

Some of our employees' entries:

 

5. Segment marketing dept.: Segment marketing used to be once-off tactical events but with the Community we can build long term engagement and sustainable interest groups for various segments


Here are some of our successful segment marketing campaigns:


Food segment – Auspicious dishes


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


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


Results:
- 252 unique visitors
- 20 entries


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

 

Screenshot of entry: 

 

Female segment – Lady First


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


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


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


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


Link to Winners Announcement post: http://community.starhub.com/t5/StarHub-Community-Announcements/Lady-First-Bloggers-Challenge-Winners-Announcement/m-p/36223#M10


Screenshot of winning bloggers:

 

 

Travel Segment - Crowdsourcing of itineraries


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


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


Results:
- 1,404 unique visitors
- 29 entries


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

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

 

Creatives for Travel Segment Engagement campaign:

 

 

Elderly segment – Active Ageing Hackathon Phase 1


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


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


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

 

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


6. Content Marketing Dept: The StarHub Community platform allows us to hold creative contests e.g. crowdsourcing Instagram photos and your favourite TV shows which is more fun than other platforms. This contributes positively to our SEO as content is crowd-sourced, easily searchable and more engaging.


Oscars – Predict the Winners


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


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


In just 5 days we received:

 

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

 

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

 

Screenshot of contest:

 

HITS TV – crowd source for which shows to air next

 

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


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


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


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

 

Results: 

 

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


7. Product Marketing Dept: Through our sponsorship of celebrities like Korean TV actor Kim Soo Hyun, we have run a StarHub Community pull-down campaign.


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


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


Total entries: 60 within just 4 days
http://community.starhub.com/t5/StarHub-Community-Announcements/CONTEST-Get-Your-Wish-Granted-by-Kim-Soo-Hyun/m-p/74663#U74663

 

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


Total entries: 181 within just 9 days
http://community.starhub.com/t5/Get-Your-Wish-Granted-by-Kim-Soo/I-m-a-Ticket-Holder/idi-p/74679#U74...


Promo Banner:

 

8. Mobile dept.: Reviews of latest Mobile phones on the market. We harness reviews from the crowd, bloggers and employees on a common platform that was previously not possible.

 

Blog link: http://community.starhub.com/t5/Mobile-Handset-Reviews/bg-p/MobileHandsetReviews

 

Blog screenshot:

 

 

9. Cross-bundling & Recontracting dept.: HomeHub & Recontract bits. Previously, ATL and BTLs were one-way communications which did not allow us to control the flow of information to customers searching for details on recontract promotions. With Community, we have put into place a process to help existing customers make that informed choice during their zero-moment of truth (ZMOT) i.e. the step they take right before they make a purchase. Customers can read the discussions and questions by others, ask questions and obtain answers from the Community as well as the Community Managers.


Posts on Community:
http://community.starhub.com/t5/Broadband-Recontract-Offers/StarHub-Broadband-Recontractoffer-HomeHub-and-more/m-p/21994#U21994
http://community.starhub.com/t5/Hubbing/100-Mbps-Cable-and-200-Mbps-Fibre-HomeHub-plansnow-available/td-p/39663
http://community.starhub.com/t5/TV-Recontract-Offer/StarHub-TV-Recontract-Offer/m-p/35619#U35619

 

 

10. Customer Service dept.: We work with the CS team to create articles for The Knowledge Base (TKB) on StarHub Community. We also feature How-To videos available on StarHub's YouTube channel. The CS team then direct people with queries to these resources for answers and discussions on solutions. This reduces reliance on call-centre personnel.


TKB: 100,000 views over 55 articles
How-To Videos: 29,360 views

One of our articles on TKB:

 

Categories on our Knowledge Base:

 

 

Screenshot & Link of one of our How-To videos:
http://www.youtube.com/watch?v=UhlUa3zn034

 

 


Company: StarHub 

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

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

Lithy category: The Organization Game Changer

 

StarHub Community, together with our social media agency Vocanic, has embarked upon cross-functional collaboration with 10 departments in our organization. Apart from Customer Service and Marketing, we have worked with our Network, Market Research, Marketing, Human Resources, Content and Mobile teams. Through collaboration within our organization, our initiatives have been recognized and we have won industry accolades in Singapore: Best use of Brand Advocacy (Gold) at the Loyalty & Engagement Awards 2013 and Excellence in Loyalty Marketing (Silver) at the Marketing Excellence Awards 2013. Read the details below.

 

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


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

 

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


In so doing, StarHub was able to tap into the vast prowess of peer-to-peer support, eliminating the need for customers to call in. The strategy unearthed unlimited potential going beyond customer service to touch on topics relating to Human Resource, Content Marketing, Sponsorship Deals, Marketing Communications and Direct Marketing just to name a few. We have worked with various departments within our organization to run campaigns for their activations. As each department adds StarHub Community to their activity scorecard, we become a vibrant platform that integrates into the different layers of our organization.


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


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

 

What were the goals?


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


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


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


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

 

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


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


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


How has your company incorporated Lithium against those business goals?


Cross-functional collaboration with StarHub Community with various departments in our organization:


1. Network dept.: The Network team has a Network feedback app where employees – on the private Employee Board – are asked to give feedback when they encounter data access problems so the Network team can take action to rectify issues. After a successful trial we intend to launch this to the public. This will greatly enhance customer feedback by pinpointing to us areas with network issues which we can then take action on.


Link to post (private) http://community.starhub.com/t5/Employee-Network/Help-Us-Improve-Our-
Mobile-Network/m-p/52905#U52905

 

Screenshot of Network post:

 

2. Market research dept.: Instead of conducting expensive focus groups, we now conduct them through Community and additionally develop long-term relationships with respondents. For confidential projects we use trusted, closed-group advocates for respondents.


Link to post: http://community.starhub.com/t5/HomeHub-Survey/CLOSED-HomeHub-Bundle-Survey/m-p/73247#M1

 

Screenshot of post:

 

3. Corporate Communications dept.: We work closely with the Corp Comms team to manage crises. StarHub Community is a more positive environment for constructive feedback compared to Social Media platforms like Facebook and Twitter where customers may slam us. Here, trusted advocates who potentially have StarHub’s interests in mind give us fair and constructive feedback and step in to moderate other users who may troll us.


Link to post: http://community.starhub.com/t5/Mobile-Plans-and-Rates/RIPOFF-Starhub-will-startcharging-EXTRA-for-4G-from-1-June-2014/td-p/74241/page/5

 

Screenshot of post:

 

4. Human Resources dept.: StarHub believes in keeping employees happy and healthy and to show that the company cares, the HR team embarked on a program to deliver to our employees a package of fresh fruit every Friday. We leveraged on this to run a fun employee photo contest called the Juicy Smile contest. We asked employees to "flash your juiciest smile with the fruit of the day,” take a photo and upload it on the Contest page on the private Employee board on StarHub Community. The top 3 best smiles were rewarded with a $50 shopping voucher each.


We previously tried other platforms to engage employees but these had little participation because employees could not access these platforms at home. Community however, is on the cloud and has an easy user interface, encouraging employee participation.


Link to post (private board): http://community.starhub.com/t5/Employee-Hot-Topics/Juicy-Smile-Contest/m-p/70947#U70947

 

Some of our employees' entries:

 

5. Segment marketing dept.: Segment marketing used to be once-off tactical events but with the Community we can build long term engagement and sustainable interest groups for various segments


Here are some of our successful segment marketing campaigns:


Food segment – Auspicious dishes


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


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


Results:
- 252 unique visitors
- 20 entries


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

 

Screenshot of entry: 

 

Female segment – Lady First


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


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


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


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


Link to Winners Announcement post: http://community.starhub.com/t5/StarHub-Community-Announcements/Lady-First-Bloggers-Challenge-Winners-Announcement/m-p/36223#M10


Screenshot of winning bloggers:

 

 

Travel Segment - Crowdsourcing of itineraries


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


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


Results:
- 1,404 unique visitors
- 29 entries


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

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

 

Creatives for Travel Segment Engagement campaign:

 

 

Elderly segment – Active Ageing Hackathon Phase 1


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


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


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

 

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


6. Content Marketing Dept: The StarHub Community platform allows us to hold creative contests e.g. crowdsourcing Instagram photos and your favourite TV shows which is more fun than other platforms. This contributes positively to our SEO as content is crowd-sourced, easily searchable and more engaging.


Oscars – Predict the Winners


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


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


In just 5 days we received:

 

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

 

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

 

Screenshot of contest:

 

HITS TV – crowd source for which shows to air next

 

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


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


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


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

 

Results: 

 

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


7. Product Marketing Dept: Through our sponsorship of celebrities like Korean TV actor Kim Soo Hyun, we have run a StarHub Community pull-down campaign.


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


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


Total entries: 60 within just 4 days
http://community.starhub.com/t5/StarHub-Community-Announcements/CONTEST-Get-Your-Wish-Granted-by-Kim-Soo-Hyun/m-p/74663#U74663

 

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


Total entries: 181 within just 9 days
http://community.starhub.com/t5/Get-Your-Wish-Granted-by-Kim-Soo/I-m-a-Ticket-Holder/idi-p/74679#U74...


Promo Banner:

 

8. Mobile dept.: Reviews of latest Mobile phones on the market. We harness reviews from the crowd, bloggers and employees on a common platform that was previously not possible.

 

Blog link: http://community.starhub.com/t5/Mobile-Handset-Reviews/bg-p/MobileHandsetReviews

 

Blog screenshot:

 

 

9. Cross-bundling & Recontracting dept.: HomeHub & Recontract bits. Previously, ATL and BTLs were one-way communications which did not allow us to control the flow of information to customers searching for details on recontract promotions. With Community, we have put into place a process to help existing customers make that informed choice during their zero-moment of truth (ZMOT) i.e. the step they take right before they make a purchase. Customers can read the discussions and questions by others, ask questions and obtain answers from the Community as well as the Community Managers.


Posts on Community:
http://community.starhub.com/t5/Broadband-Recontract-Offers/StarHub-Broadband-Recontractoffer-HomeHub-and-more/m-p/21994#U21994
http://community.starhub.com/t5/Hubbing/100-Mbps-Cable-and-200-Mbps-Fibre-HomeHub-plansnow-available/td-p/39663
http://community.starhub.com/t5/TV-Recontract-Offer/StarHub-TV-Recontract-Offer/m-p/35619#U35619

 

 

10. Customer Service dept.: We work with the CS team to create articles for The Knowledge Base (TKB) on StarHub Community. We also feature How-To videos available on StarHub's YouTube channel. The CS team then direct people with queries to these resources for answers and discussions on solutions. This reduces reliance on call-centre personnel.


TKB: 100,000 views over 55 articles
How-To Videos: 29,360 views

One of our articles on TKB:

 

Categories on our Knowledge Base:

 

 

Screenshot & Link of one of our How-To videos:
http://www.youtube.com/watch?v=UhlUa3zn034

 

 

Status:
2014 Lithy Submission

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

By JaniceK

Lithys 2014: Google AdWords - Digital Strategy Leader

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

Company: Google AdWords

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

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

Lithy category: Digital Strategy Leader

 

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

 

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

 

DRIVING TRAFFIC

 

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

 

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

 

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

 

CREATING CONTENT

 

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

 

 

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

 

BUILDING AN ARMY OF ADVOCATES

 

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

 

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

 

 

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

 

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

       

 

 

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

 


Company: Google AdWords

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

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

Lithy category: Digital Strategy Leader

 

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

 

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

 

DRIVING TRAFFIC

 

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

 

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

 

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

 

CREATING CONTENT

 

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

 

 

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

 

BUILDING AN ARMY OF ADVOCATES

 

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

 

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

 

 

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

 

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

       

 

 

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

 

Status:
2014 Lithy Submission

Lithys 2014: Vodafone Australia - Best Community D...

By JaniceK

Lithys 2014: Vodafone Australia - Best Community Design

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-25-2014 09:59 AM - last edited on ‎04-28-2014 08:58 AM by Moderator Moderator

Company: Vodafone Australia 

Entry submitted by: Timothy Hanslow (Tim_h) Community Care Manager

Community: Vodafone Community (http://community.vodafone.com.au)

Lithy category: Best Community Design

 

Vodafone Australia is the third biggest mobile network provider in Australia and has a 20-year history of providing excellent value to its customers. In 2010, network issues driven by the sharp uptake in smartphone use created problems for our customers, that saw our customer sentiment and NPS drop rapidly. The launch of Vodafone Community came at a time when our customers needed support, a place to share, talk to one another and to get information to us, and for us to talk to them directly. 

 

Vodafone launched the Community almost three years ago as a way for customers to communicate with us. It gave customers a voice to talk to us openly and publicly. We loved the Community for the customer interactions, their honesty in saying “me too” with other’s issues, and their support and information in solving one another’s issues. Lithium provided the platform we wanted to get the incredible expertise our customer base and let them work together. We named the Community because of its goals. Our customers were going to be having these conversations anyway so we wanted to ensure we were part of them. 

 

We set out to redesign the Community last year to deliver a better user experience and to freshen our design to keep up with our other web properties. The core goals were to get users to contribute more, remove the barriers for new users, to focus on our members and to get information to people as quickly as possible.

 

We began by first tackling the core page design and sliding the right-hand sidebar into all of our pages from the homepage to threads. We use the space to create consistent, usable elements for our members.

The top right of every page is the customer’s voice. Every page has a comment, reply or post topic button. We’ve added a dropdown selector to choose a board when posting from the front page. We’re taking away the need to hunt or dig for joining in and letting customers engage in the conversation as soon as they are ready.

 

Right alongside the “voice” is the stats. Our numbers dive into every conversation showing the total posts, kudos, contributors and views. The stats help people to see how conversations are moving and how active things are. They update in real time and give users a quick visual view of what’s popular.

 

 

The last addition to the sidebar is our two post widgets to keep users abreast of the Community from within a topic view. We’ve used a ‘recent posts’ widget to show a user their most recent contributions. Keeping this visible in the sidebar on all pages lets super users keep track of updates to recent conversations without needing to navigate through boards or the homepage. A user receives a visual reminder of updates to recent conversations by the bolded thread titles and can easily continue in multiple conversations at once.

 

User avatars have been rebranded into hubs of information. We use smaller square avatars across the design to show who is taking part. Avatars are easier to recall than a long list of usernames and they provide a constantly moving parade of people to interact with. The visual anchor of the avatars responds on mouseover to a hover card with the user’s core stats and details. From the sidebar, to the frontpage or in a thread, a user’s avatar is a moving card of their real time stats.

 

Into the thread view, We’ve split things into three columns, and then reduced the left column to only the avatar. Like other social networks the avatar provides a visual cue to the author but the post stands on its own. Unessential information from a post is moved into the avatar card leaving the conversation in the spotlight. The footer of each post contains an “action bar” at the bottom right allowing users to reply, quick reply, share on social and kudos. Just like the “voice” button at the top of the pages, users have a single location to interaction with a post – We’re removing meaningless mouse movement across the page as they navigate.

 

 

Threads also received a makeover in the form of labels. We’ve designed them as physical tags like a filing cabinet and placed them across the top of each thread. These bright, colourful labels show users the mobile device being discussed in the thread with a different colour for each manufacturer for easy recognition. And if a thread is about a device the user says they own, we mark that for them too. It’s fast and simple for our users to know if they can contribute to the conversation at hand.

 

 

The front page received an enormous overhaul to fit with our goals. We’ve replaced the tall vertical category list with a three-quarter width navigation menu without tabs or options. Users can quickly see the list of available boards and categories without needing to scroll around or dig through a list. It was a core part of the redesign to let users move around the Community quickly.

Narrowing the navigation down to a shorter vertical element freed up space on the page to introduce a feed of recent posts and solutions, ensuring a dynamic looking page with fresh content whenever a user visits. We chose recent posts over topics because of the sticky nature of many of our conversations. Keeping users up to date on the full conversations continuing and not just those recently started lets hot topics rise to the top and stay there.

 

 

We’ve rounded out our user focus by shuffling of the profile page. The avatar has been doubled in size and is followed by a new custom component showing the mobile device a user is currently using. These bold visuals keep user profiles looking fresh and colourful with lots of white space to let your eyes flow across it. We fill the rest of the page with recent topics contributed to, and an activity feed showing the users actions step by step. 

 

Since our redesign we’re seeing an up lift in super user engagement and resolution rates. As well as the average posts per thread has increased. Conversations are stickier and people are spending more time on site. The overall post volumes have increased slightly because we’re getting more quality content in front of people more often, so casual users have less need to post, but still actively participate.


Company: Vodafone Australia 

Entry submitted by: Timothy Hanslow (Tim_h) Community Care Manager

Community: Vodafone Community (http://community.vodafone.com.au)

Lithy category: Best Community Design

 

Vodafone Australia is the third biggest mobile network provider in Australia and has a 20-year history of providing excellent value to its customers. In 2010, network issues driven by the sharp uptake in smartphone use created problems for our customers, that saw our customer sentiment and NPS drop rapidly. The launch of Vodafone Community came at a time when our customers needed support, a place to share, talk to one another and to get information to us, and for us to talk to them directly. 

 

Vodafone launched the Community almost three years ago as a way for customers to communicate with us. It gave customers a voice to talk to us openly and publicly. We loved the Community for the customer interactions, their honesty in saying “me too” with other’s issues, and their support and information in solving one another’s issues. Lithium provided the platform we wanted to get the incredible expertise our customer base and let them work together. We named the Community because of its goals. Our customers were going to be having these conversations anyway so we wanted to ensure we were part of them. 

 

We set out to redesign the Community last year to deliver a better user experience and to freshen our design to keep up with our other web properties. The core goals were to get users to contribute more, remove the barriers for new users, to focus on our members and to get information to people as quickly as possible.

 

We began by first tackling the core page design and sliding the right-hand sidebar into all of our pages from the homepage to threads. We use the space to create consistent, usable elements for our members.

The top right of every page is the customer’s voice. Every page has a comment, reply or post topic button. We’ve added a dropdown selector to choose a board when posting from the front page. We’re taking away the need to hunt or dig for joining in and letting customers engage in the conversation as soon as they are ready.

 

Right alongside the “voice” is the stats. Our numbers dive into every conversation showing the total posts, kudos, contributors and views. The stats help people to see how conversations are moving and how active things are. They update in real time and give users a quick visual view of what’s popular.

 

 

The last addition to the sidebar is our two post widgets to keep users abreast of the Community from within a topic view. We’ve used a ‘recent posts’ widget to show a user their most recent contributions. Keeping this visible in the sidebar on all pages lets super users keep track of updates to recent conversations without needing to navigate through boards or the homepage. A user receives a visual reminder of updates to recent conversations by the bolded thread titles and can easily continue in multiple conversations at once.

 

User avatars have been rebranded into hubs of information. We use smaller square avatars across the design to show who is taking part. Avatars are easier to recall than a long list of usernames and they provide a constantly moving parade of people to interact with. The visual anchor of the avatars responds on mouseover to a hover card with the user’s core stats and details. From the sidebar, to the frontpage or in a thread, a user’s avatar is a moving card of their real time stats.

 

Into the thread view, We’ve split things into three columns, and then reduced the left column to only the avatar. Like other social networks the avatar provides a visual cue to the author but the post stands on its own. Unessential information from a post is moved into the avatar card leaving the conversation in the spotlight. The footer of each post contains an “action bar” at the bottom right allowing users to reply, quick reply, share on social and kudos. Just like the “voice” button at the top of the pages, users have a single location to interaction with a post – We’re removing meaningless mouse movement across the page as they navigate.

 

 

Threads also received a makeover in the form of labels. We’ve designed them as physical tags like a filing cabinet and placed them across the top of each thread. These bright, colourful labels show users the mobile device being discussed in the thread with a different colour for each manufacturer for easy recognition. And if a thread is about a device the user says they own, we mark that for them too. It’s fast and simple for our users to know if they can contribute to the conversation at hand.

 

 

The front page received an enormous overhaul to fit with our goals. We’ve replaced the tall vertical category list with a three-quarter width navigation menu without tabs or options. Users can quickly see the list of available boards and categories without needing to scroll around or dig through a list. It was a core part of the redesign to let users move around the Community quickly.

Narrowing the navigation down to a shorter vertical element freed up space on the page to introduce a feed of recent posts and solutions, ensuring a dynamic looking page with fresh content whenever a user visits. We chose recent posts over topics because of the sticky nature of many of our conversations. Keeping users up to date on the full conversations continuing and not just those recently started lets hot topics rise to the top and stay there.

 

 

We’ve rounded out our user focus by shuffling of the profile page. The avatar has been doubled in size and is followed by a new custom component showing the mobile device a user is currently using. These bold visuals keep user profiles looking fresh and colourful with lots of white space to let your eyes flow across it. We fill the rest of the page with recent topics contributed to, and an activity feed showing the users actions step by step. 

 

Since our redesign we’re seeing an up lift in super user engagement and resolution rates. As well as the average posts per thread has increased. Conversations are stickier and people are spending more time on site. The overall post volumes have increased slightly because we’re getting more quality content in front of people more often, so casual users have less need to post, but still actively participate.

Status:
2014 Lithy Submission

Lithys 2014: Google - The Organization Game Change...

By JaniceK

Lithys 2014: Google - The Organization Game Changer

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-04-2014 11:40 AM - last edited on ‎04-28-2014 08:57 AM by Community Administrator Community Administrator

Company: Google AdWords

Entry submitted by: Diana Ogarkova (Diana) Non-English AdWords Communities Team Lead

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

Lithy category: The Organization Game Changer

 

AdWords is one of Google’s main products with customers from multi-million dollar companies to tiny mom-and-pop businesses and provides a feature-rich advertising platform suited to all types of advertisers. AdWords customers can access customer support via phone, email or chat channels and get in touch directly with a Google online specialist on a “one-to-one” basis. Google’s online specialists are subject-matter experts trained on a variety of Google online marketing tools. The online specialists provide support and help educate advertisers about the variety of advertising solutions.

 

Since early 2012 the AdWords Communidade discussion forum in Portuguese is the main platform for online conversations around Google’s online marketing tools, where users can discuss any relevant topics with other users and specialists from Google. We saw an opportunity to maximize the efficiency of direct customer support through active and deep engagement in the one-to-many channels in Portuguese, essentially scaling the “one-to-one” support model into “one-to-many”.

 

Internally the “one-to-one” and “one-to-many” customer support are provided by two different teams, and each would have a different set of success metrics. In the “one-to-many” team each market would have one Community Manager responsible for nurturing their online AdWords Community. And from user feedback, we know that users react well to a variety of Googlers engaged and creating content in the Community, especially when Googlers represent and actively share content from their various fields of expertise. Having high-quality online content available within a click, when a user is trying to solve an issue, can help customers save time and improve their knowledge, while having a direct impact on reduction of escalations to the “one-to-one” customer support teams.

 

Having an extensive content base created by online specialists from the “one-to-one” support team brings multiple benefits to customers. This is why establishing a productive relationship with the “one-to-one” customer support team is important, and is the reason why the Community Manager and the managers of “one-to-one” local teams in Brazil partnered to be able to offer an improved customer experience to local advertisers.

 

Bringing two teams to work on a shared goal proved to be initially an organizational challenge. The answer was to create an agile project team within the 1-to-1 support team that would focus on deliverables for the AdWords Communidade and social channels. The game changer with the team in Brazil was the amount of online specialists involved, and the variety of tasks they were completing.

 

 

Google’s full-time Community Manager for the Portuguese Community & Social channels received support to engage 13 online specialists into AdWords Communidade. The specialists had 1-2 days per week that they could to create content in various text and video formats, such as:

 

1) Articles with tips and use cases of AdWords to support various online marketing goals;

 

 

2) Quizzes to draw attention and give an opportunity to better learn about various features;

 

 

3) Hangouts on Air from online specialists from the AdWords customer support team two times per week. They focused on a variety of topics for new and advanced advertisers, for example: #sosadwords series was dedicated to the most popular escalations to the customer support team. The Hangouts are streamed live in the AdWords Communidade, and are available as recordings after that. The goal was to scale the content to as many advertisers as possible, and in a few months the team achieved over 800 viewers per Hangout with some topics reaching audience of over 1.4k viewers. In total 61 Hangouts on Air and 13 Hangout “office hours” were conducted in the second half of 2013. The feedback from advertisers was excellent: they see this as a great way to learn. Needless to say that the Hangouts on Air would not be possible without having subject matter experts from the customer support team actively engaged.

 

 

The Googlers from the one-to-one support teams became an active part of the user Community, by extensively sharing their experience with making most of the advertising solutions. In a way this means breaking the “wall” between the company and its users. We believe we have established a successful partnership between 1:1 customer support and 1:many team, which can become a model for community managers to adopt when designing org structure. Why we think this worked in case of AdWords Communidade is a good training of online specialists and breaking down the deliverables into specific workflow tasks with clear expectations on deliverables and success metrics (example of a task: conduct X Hangouts on Air with a minimum of Y Pageviews).

 

Looking at the bigger picture, we believe that by providing customers with targeted content related to their advertising goals enables a fast-track learning experience, ultimately helping AdWords users make the most of their experience with Google’s advertising products.

 

We were able to significantly increase the amount of new content pieces created, in particular build a good cadence and scale with the Hangouts on Air. On average the Hangouts received around 800 viewers with some topics getting as many as over 1.4k viewers. In total 61 Hangouts on Air and 13 Hangout “office hours” were conducted in the second half of 2013. All in all, hundreds of up-to-date and relevant pieces of content were created, which indirectly shows in the high % of traffic from organic search channel: over half of users come after performing a search query at Google.com.

 

This organizational structure in Brazil allowed for a faster user acquisition to the  AdWords Communidade(as compared with other AdWords online communities across different markets). In 2013 the traffic to AdWords Communidade grew 4x y/y, and in 2014 the growth stay high at ~3x year over year, which means that in January 2014 there were three times as many visitors as in January 2013. The growth was supported with high level of engagement as seen from the high speed of response: typically 4 out of 5 new questions receive a response within 6 hours. 

 

 

 

 


Company: Google AdWords

Entry submitted by: Diana Ogarkova (Diana) Non-English AdWords Communities Team Lead

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

Lithy category: The Organization Game Changer

 

AdWords is one of Google’s main products with customers from multi-million dollar companies to tiny mom-and-pop businesses and provides a feature-rich advertising platform suited to all types of advertisers. AdWords customers can access customer support via phone, email or chat channels and get in touch directly with a Google online specialist on a “one-to-one” basis. Google’s online specialists are subject-matter experts trained on a variety of Google online marketing tools. The online specialists provide support and help educate advertisers about the variety of advertising solutions.

 

Since early 2012 the AdWords Communidade discussion forum in Portuguese is the main platform for online conversations around Google’s online marketing tools, where users can discuss any relevant topics with other users and specialists from Google. We saw an opportunity to maximize the efficiency of direct customer support through active and deep engagement in the one-to-many channels in Portuguese, essentially scaling the “one-to-one” support model into “one-to-many”.

 

Internally the “one-to-one” and “one-to-many” customer support are provided by two different teams, and each would have a different set of success metrics. In the “one-to-many” team each market would have one Community Manager responsible for nurturing their online AdWords Community. And from user feedback, we know that users react well to a variety of Googlers engaged and creating content in the Community, especially when Googlers represent and actively share content from their various fields of expertise. Having high-quality online content available within a click, when a user is trying to solve an issue, can help customers save time and improve their knowledge, while having a direct impact on reduction of escalations to the “one-to-one” customer support teams.

 

Having an extensive content base created by online specialists from the “one-to-one” support team brings multiple benefits to customers. This is why establishing a productive relationship with the “one-to-one” customer support team is important, and is the reason why the Community Manager and the managers of “one-to-one” local teams in Brazil partnered to be able to offer an improved customer experience to local advertisers.

 

Bringing two teams to work on a shared goal proved to be initially an organizational challenge. The answer was to create an agile project team within the 1-to-1 support team that would focus on deliverables for the AdWords Communidade and social channels. The game changer with the team in Brazil was the amount of online specialists involved, and the variety of tasks they were completing.

 

 

Google’s full-time Community Manager for the Portuguese Community & Social channels received support to engage 13 online specialists into AdWords Communidade. The specialists had 1-2 days per week that they could to create content in various text and video formats, such as:

 

1) Articles with tips and use cases of AdWords to support various online marketing goals;

 

 

2) Quizzes to draw attention and give an opportunity to better learn about various features;

 

 

3) Hangouts on Air from online specialists from the AdWords customer support team two times per week. They focused on a variety of topics for new and advanced advertisers, for example: #sosadwords series was dedicated to the most popular escalations to the customer support team. The Hangouts are streamed live in the AdWords Communidade, and are available as recordings after that. The goal was to scale the content to as many advertisers as possible, and in a few months the team achieved over 800 viewers per Hangout with some topics reaching audience of over 1.4k viewers. In total 61 Hangouts on Air and 13 Hangout “office hours” were conducted in the second half of 2013. The feedback from advertisers was excellent: they see this as a great way to learn. Needless to say that the Hangouts on Air would not be possible without having subject matter experts from the customer support team actively engaged.

 

 

The Googlers from the one-to-one support teams became an active part of the user Community, by extensively sharing their experience with making most of the advertising solutions. In a way this means breaking the “wall” between the company and its users. We believe we have established a successful partnership between 1:1 customer support and 1:many team, which can become a model for community managers to adopt when designing org structure. Why we think this worked in case of AdWords Communidade is a good training of online specialists and breaking down the deliverables into specific workflow tasks with clear expectations on deliverables and success metrics (example of a task: conduct X Hangouts on Air with a minimum of Y Pageviews).

 

Looking at the bigger picture, we believe that by providing customers with targeted content related to their advertising goals enables a fast-track learning experience, ultimately helping AdWords users make the most of their experience with Google’s advertising products.

 

We were able to significantly increase the amount of new content pieces created, in particular build a good cadence and scale with the Hangouts on Air. On average the Hangouts received around 800 viewers with some topics getting as many as over 1.4k viewers. In total 61 Hangouts on Air and 13 Hangout “office hours” were conducted in the second half of 2013. All in all, hundreds of up-to-date and relevant pieces of content were created, which indirectly shows in the high % of traffic from organic search channel: over half of users come after performing a search query at Google.com.

 

This organizational structure in Brazil allowed for a faster user acquisition to the  AdWords Communidade(as compared with other AdWords online communities across different markets). In 2013 the traffic to AdWords Communidade grew 4x y/y, and in 2014 the growth stay high at ~3x year over year, which means that in January 2014 there were three times as many visitors as in January 2013. The growth was supported with high level of engagement as seen from the high speed of response: typically 4 out of 5 new questions receive a response within 6 hours. 

 

 

 

 

Status:
2014 Lithy Submission

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

By JaniceK

Lithys 2014: DenizBank - Excellence in Customer Satisfaction

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

Company: DenizBank  

Entry submitted by: Ebru Urunga, Manager at Customer Satisfaction

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

Lithy category: Excellence in Customer Satisfaction

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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


Company: DenizBank  

Entry submitted by: Ebru Urunga, Manager at Customer Satisfaction

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

Lithy category: Excellence in Customer Satisfaction

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

Status:
2014 Lithy Submission

Lithys 2014: TELUS - The Organization Game Changer

By JaniceK

Lithys 2014: TELUS - The Organization Game Changer

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎03-27-2014 03:24 PM - last edited on ‎04-28-2014 08:52 AM by Moderator Moderator

Company: TELUS 

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

Community: TELUS Neighbourhood (forum.telus.com

Lithy category: The Organization Game Changer

 

 

In 2010, we started listening and responding to customer mentions of “telus” on Twitter. This was done using our enterprise platform (formerly Radian6) with a very small team of contact centre agents, looking at only our Mobility line of business. As we gained more and more experience, the channel became more active, and we found we could not only serve customers, but also exceed their expectations by listening to discussions and engaging.

 

We learned that we could have a legitimate service channel that not only displaced contacts from our live contact centre, but also deliver risk management by ensuring that negative comments from influencers or media did not go unanswered. To this end, in 2012, we added additional agents to support Home Services, and started creating more robust processes to enable communication and hand-offs between operations, public relations/corporate communications, and marketing. These processes have evolved into meaningful partnerships, with the business aligning behind common goals of putting out customers first, and having teams that historically did not inter-operate collaborate on a daily basis.

 

 

As we were getting more and more involved from a social service standpoint in delivering customer experience and support through engagement, we found that we needed tools and technologies focused on engagement to suit the needs of this growing channel. To that end, in the back half of 2012, we undertook an evaluation of a multitude of social tools to not only underpin our engagement and customer experience needs, but also to grow our social capabilities. We selected Lithium Social Web as the best tool for our needs based on routing, case management, tagging, and reporting. These capabilities not only empowered the operational teams to really own social engagement, but also gave them credibility internally.

 

In early 2013, LSW was implemented, enabling our operational team with clear lines of accountability and responsibility on a case by case basis, also giving us insight to volumes, times, and topics of conversation. Supported by this capability, we opened our historically closed Facebook wall to customer posts, allowing customers another communication channel with TELUS, and in to a sustainable workflow process.

 

 

To further our strategy of putting customers first and our goals of delivering strong social experiences, we began work on the TELUS Neighbourhood, a Lithium community, in March of 2013. Launching in June, our community serves as an opportunity to ensure support content does not expire/evaporate as it does on Twitter (due to Twitter’s velocity), as well as to enable the growth of superusers and brand advocates. Further, we can leverage it as a draw to bring social experiences on-domain, closer to self serve capabilities and to shopping.

 

 

What's next for us

 

Our efforts in the social space have taught us the need to develop people and skillsets directly related to social service. To that end, we are developing a formalized team (outside of the typical contact centre agent pool) with a distinct mandate, learning and development track, and set of success metrics to properly grow and sustain our social service efforts. This team will own all operational activity, and will continue the active collaboration with PR and marketing teams.

 

As we move in to 2014, we are finding new ways to leverage social insights internally. We are partnered with web teams, as our community activities demonstrate content customers are most hungry for, based on authorship and views, which inform web development and content authoring/promotion. Operational enablement teams are also receiving our feedback and insights to better tune our processes.

 

Additionally, we are able to springboard off of our community design and internal partnerships to launch TELUS Ideas, providing us yet another stream of insights in to the customer experience, directly from customers. This, coupled with our work to introduce a gamification strategy, continues to unite the organization internally to better hear and serve our customers.

 

Our business results in 2013

 

  • Twitter
    • 56k+ engagements
    • Ended year by reaching an average total response time of 25 minutes in Q4
    • Quality survey results say:
      • If a colleague, friend or family member were looking for services such as home phone, Internet, TV or Wireless, what is the likelihood that you would recommend TELUS to them? 77% Top 2 Box
      • How would you rate the performance of the TELUS social media support agent for the level of service you received? 88% Top 2 Box
      • After your experience with TELUS’ social media support team, how likely are you to share your experience with others? 86% Top 2 Box
  • Facebook
    • 6.3k+ engagements
    • Ended year by reaching an average total response time of 118 minutes in Q4
  • TELUS Neighbourhood (Lithium Community)
    • June launch
    • 5.6k+ forum posts
    • 1.3k+ Accepted Solutions
    • Estimated 28.7k+ live contacts displaced
    • 11k+ completed registrations, 254k+ logins

 


Company: TELUS 

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

Community: TELUS Neighbourhood (forum.telus.com

Lithy category: The Organization Game Changer

 

 

In 2010, we started listening and responding to customer mentions of “telus” on Twitter. This was done using our enterprise platform (formerly Radian6) with a very small team of contact centre agents, looking at only our Mobility line of business. As we gained more and more experience, the channel became more active, and we found we could not only serve customers, but also exceed their expectations by listening to discussions and engaging.

 

We learned that we could have a legitimate service channel that not only displaced contacts from our live contact centre, but also deliver risk management by ensuring that negative comments from influencers or media did not go unanswered. To this end, in 2012, we added additional agents to support Home Services, and started creating more robust processes to enable communication and hand-offs between operations, public relations/corporate communications, and marketing. These processes have evolved into meaningful partnerships, with the business aligning behind common goals of putting out customers first, and having teams that historically did not inter-operate collaborate on a daily basis.

 

 

As we were getting more and more involved from a social service standpoint in delivering customer experience and support through engagement, we found that we needed tools and technologies focused on engagement to suit the needs of this growing channel. To that end, in the back half of 2012, we undertook an evaluation of a multitude of social tools to not only underpin our engagement and customer experience needs, but also to grow our social capabilities. We selected Lithium Social Web as the best tool for our needs based on routing, case management, tagging, and reporting. These capabilities not only empowered the operational teams to really own social engagement, but also gave them credibility internally.

 

In early 2013, LSW was implemented, enabling our operational team with clear lines of accountability and responsibility on a case by case basis, also giving us insight to volumes, times, and topics of conversation. Supported by this capability, we opened our historically closed Facebook wall to customer posts, allowing customers another communication channel with TELUS, and in to a sustainable workflow process.

 

 

To further our strategy of putting customers first and our goals of delivering strong social experiences, we began work on the TELUS Neighbourhood, a Lithium community, in March of 2013. Launching in June, our community serves as an opportunity to ensure support content does not expire/evaporate as it does on Twitter (due to Twitter’s velocity), as well as to enable the growth of superusers and brand advocates. Further, we can leverage it as a draw to bring social experiences on-domain, closer to self serve capabilities and to shopping.

 

 

What's next for us

 

Our efforts in the social space have taught us the need to develop people and skillsets directly related to social service. To that end, we are developing a formalized team (outside of the typical contact centre agent pool) with a distinct mandate, learning and development track, and set of success metrics to properly grow and sustain our social service efforts. This team will own all operational activity, and will continue the active collaboration with PR and marketing teams.

 

As we move in to 2014, we are finding new ways to leverage social insights internally. We are partnered with web teams, as our community activities demonstrate content customers are most hungry for, based on authorship and views, which inform web development and content authoring/promotion. Operational enablement teams are also receiving our feedback and insights to better tune our processes.

 

Additionally, we are able to springboard off of our community design and internal partnerships to launch TELUS Ideas, providing us yet another stream of insights in to the customer experience, directly from customers. This, coupled with our work to introduce a gamification strategy, continues to unite the organization internally to better hear and serve our customers.

 

Our business results in 2013

 

  • Twitter
    • 56k+ engagements
    • Ended year by reaching an average total response time of 25 minutes in Q4
    • Quality survey results say:
      • If a colleague, friend or family member were looking for services such as home phone, Internet, TV or Wireless, what is the likelihood that you would recommend TELUS to them? 77% Top 2 Box
      • How would you rate the performance of the TELUS social media support agent for the level of service you received? 88% Top 2 Box
      • After your experience with TELUS’ social media support team, how likely are you to share your experience with others? 86% Top 2 Box
  • Facebook
    • 6.3k+ engagements
    • Ended year by reaching an average total response time of 118 minutes in Q4
  • TELUS Neighbourhood (Lithium Community)
    • June launch
    • 5.6k+ forum posts
    • 1.3k+ Accepted Solutions
    • Estimated 28.7k+ live contacts displaced
    • 11k+ completed registrations, 254k+ logins

 

Status:
2014 Lithy Submission

Lithys 2014: Vodafone Espana - Support Savings MVP

By DeniseJ

Lithys 2014: Vodafone Espana - Support Savings MVP

Status: 2014 Lithy Submission
by Lithium Technologies DeniseJ ‎04-01-2014 02:47 PM - last edited on ‎04-28-2014 08:54 AM by Moderator Moderator

Company: Vodafone Espana 

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

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

Lithy category: Support Savings MVP

 

 

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

 

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

 

Vodafone Spain Heroes promotes both users as a support channel and new useful content creation. Those interactions and new content also engage user self-management and product knowledge. Furthermore, this Programme enables users to feel they are in a comfortable community where they may ask their questions and uncertainties, because many of the questions are either addressed or fully resolved by users on an equal level.

 

 

Since the Programme started back in November 2013, “Vodafone Heroes Programme” participants drove over 10k new interactions within the Vodafone Spain. In addition, over 25 contestants actively help out other users.  A great amount of kudos and new accepted solutions have been originated from those answers and users keep on recommending the Programme to their friends. As a result of the Vodafone Heroes Programme, we managed to deflect call volume by over 1.6m total calls. In addition, we enhanced our Net Promoter Score (NPS) by an average of 5 NPS points YoY and unassisted resolution rate increased by 10.2%.

 

More about Vodafone Spain Heroes Programme

 

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

 

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

 

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

 

 

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

 

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

 

At Vodafone, we truly think we deserve to become Lithys winners as this Programme has evolved and demonstrated the value of the Vodafone eForum community, resulting in support savings through call deflection. 

 


Company: Vodafone Espana 

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

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

Lithy category: Support Savings MVP

 

 

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

 

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

 

Vodafone Spain Heroes promotes both users as a support channel and new useful content creation. Those interactions and new content also engage user self-management and product knowledge. Furthermore, this Programme enables users to feel they are in a comfortable community where they may ask their questions and uncertainties, because many of the questions are either addressed or fully resolved by users on an equal level.

 

 

Since the Programme started back in November 2013, “Vodafone Heroes Programme” participants drove over 10k new interactions within the Vodafone Spain. In addition, over 25 contestants actively help out other users.  A great amount of kudos and new accepted solutions have been originated from those answers and users keep on recommending the Programme to their friends. As a result of the Vodafone Heroes Programme, we managed to deflect call volume by over 1.6m total calls. In addition, we enhanced our Net Promoter Score (NPS) by an average of 5 NPS points YoY and unassisted resolution rate increased by 10.2%.

 

More about Vodafone Spain Heroes Programme

 

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

 

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

 

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

 

 

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

 

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

 

At Vodafone, we truly think we deserve to become Lithys winners as this Programme has evolved and demonstrated the value of the Vodafone eForum community, resulting in support savings through call deflection. 

 

Status:
2014 Lithy Submission

2014 Lithys: Cisco - Lithium Platform Innovator

By JaniceK

2014 Lithys: Cisco - Lithium Platform Innovator

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-22-2014 03:09 PM - last edited on ‎04-28-2014 08:51 AM by Community Administrator Community Administrator

Company: Cisco 

Entry submitted by: Becky Scott (lolagoetz) Sr. Project Manager

Community: Tech Zone (techzone.cisco.com), internal community

Lithy category: Lithium Platform Innovator

 

 

Our group was able to leverage Lithium's capabilities to enhance the influence of Cisco's Technical Assistance Center (TAC) Engineers, enabling them to easily capture knowledge created through collaboration and share it directly with Cisco customers.  We implemented more than 80 custom components in Lithium to deliver a solution called Tech Zone to the TAC organization that is optimized for their needs and fits within their standard workflow. We utilized Lithium's REST APIs to create an externalization channel to migrate the most useful articles from Tech Zone to Cisco.com.  Moreover, we extended our platform to enable our partners to collaborate with us on joint customer opportunities and challenges, and to retain these interactions as part of corporate memory.

 

The business impact for Cisco's TAC grew significantly in 2013 due to increasing participation driven by further integration of the Lithium platform within the existing workflow, mobile access, and content externalization.  Articles published on Cisco.com that resulted from collaboration within Tech Zone received 1.7 million views and saved Cisco nearly $10M due to case avoidance from February 2013 through January 2014.  The rate of cost savings due to external articles has grown significantly each quarter, and this trend is projected to continue.  For example, the quarterly cost savings increased by 48% over the last two fiscal quarters.

 

The Cisco Technical Assistance Center (TAC) is staffed by over 3,000 engineers; this team spans 20 TAC facilities worldwide, bringing support to Cisco customers in over 180 countries and in 17 different languages.  Cisco's TAC, enhanced by Lithium's capabilities, continues to change the way engineers think about collaboration with robust, organic Social Knowledge Management Environments.  Powered by Cisco’s Intellectual Capital Transformation group (ICT), Tech Zone has become a preferred channel for these engineers to collaborate, share and publish valuable content directly to customers via the web or mobile applications.  Since its launch over two years ago, Tech Zone has transformed not only the way TAC manages their intellectual capital but how Cisco communicates, collaborates, and serves partners and customers.  In addition, Tech Zone influences other engineering and consulting business units inside Cisco seeking similar benefits from Social Knowledge Management Environments.

          

Since its origins, Tech Zone has been pushing the boundaries of what a Social Knowledge Management Environment (SKME) is and what it can become. In addition to Lithium out of the box capabilities, we have enhanced the collaboration experience of the engineers with features such as:

  •        Raise Hand Subscription

The "raise hand" feature allows users to draw attention to a discussion in progress in order to ask for additional help. This feature was enhanced by allowing users to subscribe to raised hand events, enabling community experts to be easily notified when other engineers need assistance.

 

 

You can enable this subscription under your My Settings > Notification Settings

 

 

  •        Solution Buddy

Solution Buddy powers the reuse of the Tech Zone content by automatically surfacing relevant content directly within the salesforce.com interface that will assist the engineer in solving the customer issue quickly without the need to search or leave the salesforce.com interface.

 

 

  •        Externalization Workflow

Leveraging Lithium REST APIs, we created a path from within Tech Zone to externalize valuable content to our corporate website at Cisco.com. In addition to powering the externalization channel, we created a publishing lifecycle widget that lets engineers know the state of articles within the externalization pipeline:

 

 

  •        Collaborative Review for External Publication

To reduce redundant efforts to externally publish the same article, engineers can now see and join other engineers that are preparing an article. If no engineers are working on the same article, the default option is 'Initiate External Publication'. However, if engineers are already working on the document, others may 'Join'. Engineers may 'Unjoin' at any time, and if the engineer is the last to 'Unjoin',  the available option is 'Cancel External Process'.

 

 

Example actions for collaborating on external publication of documents

  •        Related Content

One of the key missions of Tech Zone is promoting content reuse. Instead of reinventing the wheel, we want to ensure engineers are consuming and leveraging already existing content, and adding to it as appropriate. With this in mind, we developed a widget that returns articles and posts containing content similar to the one being viewed (especially content related to the linked case in salesforce.com).

 

 

  •        Empower External Publication of Naturally Captured Content

Discussions that have accepted solutions will trigger the button "Share it for External Publication". This button triggers the Lithium feature "Start Article" from a discussion.

 

  •        Me Too Integration with Case Linkages

We enhanced the Lithium "Me Too" feature by triggering a pop-up to capture the case number in which the engineer is facing the same issue as described in the thread.

  •        Label Widget

We implemented a widget to highlight the labels assigned to the article being viewed. If the engineer clicks any of these labels, a list of all articles containing that label is presented.

 

 

  •        Injecting Content Impact into Federated Search Results

Results from our enterprise search engine now take into consideration the Content Quality Factor (CQF), which means the most valuable and useful content will be presented at the top of the search results. In addition, discussion threads with posts marked as Accepted Solutions will also appear at the top of the results. 

 

Tech Zone's success is the result of three main components:

 

End-to-End Content Creation and Consumption: Collaborations between TAC engineers often contain large amounts of information spread out over multiple emails, messages, and tools. Tech Zone is able to act as an environment that captures and compiles these chunks of information into cohesive articles that can be cataloged and later referenced by engineers experiencing similar problems. The most helpful articles are published outside Cisco where they can be directly consumed by customers either on the corporate website or via the Cisco mobile application.

 

Fully Integrated Workflow: Tech Zone takes collaboration to the next level by not only providing an environment for TAC engineers to work together, but also integrates within the existing TAC workflow.  The Solution Buddy application binds Tech Zone with the TAC engineer case handling tool, MyWorkZone (Salesforce.com), to surface relevant Tech Zone content for assisting engineers in solving open customer issues.

 

Solution Buddy video: https://www.youtube.com/watch?v=-eyhbWZ4L3s

 

Reputation and Gamification: Gamification is leveraged to drive user engagement and innovation. Tech Zone recently launched a competition called "Knowledge Champions League" to empower engineers and drive the creation of valuable content in their respective technology spaces by teaming them up with similar engineers from different countries. Winners will be able to travel around the world to meet their colleagues.

 

Another successful gamification initiative was the “Best Greasemonkey Widget Contest,” for which engineers competed to create widgets that could enhance the Tech Zone user experience. Over 300 engineers submitted unique widgets and several were selected by the engineers to be implemented directly into Tech Zone.

 

1) Value

Tech Zone initially focused on creating an internal repository for content that TAC engineers could leverage to collaborate, improve, and reuse to better solve customers’ cases. The next step was to share this content with Cisco's customers by externalizing TAC-authored content from Tech Zone to the Cisco website. These externalized articles have saved Cisco a total of nearly $10 million from February 2013 to January 2014.

 

2) Participation

Participation in Tech Zone has skyrocketed since its launch. Tech Zone's user base has increased by 103% since 2012 to more than 26,500 registered users and content has grown by 145% to more than 23,300 TAC-authored articles. Although Tech Zone initially targeted TAC engineers, the user base has grown exponentially; so much so that the original TAC engineers represent only 21.6% of the population of Tech Zone.

 

 

Feedback from TAC engineers: 

 

"Tech Zone has given a lot to TAC newbies like me and I sure would want to give back in whatever way I can!"

- Vinay Raichur, Voice TAC Engineer from India

 

 “This is an excellent website, I didn't know this existed until a couple days ago. The reason I like Tech Zone is the contributors are doing a fantastic job explaining concepts in simple and easy to understand language. I myself was able to understand quite a few concepts.”

- Rahul Munot, Sales Engineer from US

 

Tech Zone has successfully created a model for dynamic corporate memory, displaying how knowledge can be leveraged, not only internally, but externally across Cisco as well. So well, in fact, that other organizations within Cisco and Cisco partners have requested Social Knowledge Management Environments similar to Tech Zone.

 

3) Mobility

Starting December 2013, content from Tech Zone has been included in the new Mobile application (Cisco Technical Support), available for both iOS and Android. Since then, there have been almost 18,000 application downloads, and TAC authored articles from Tech Zone have received a total of almost 12,000 mobile views. The addition of these documents to the Cisco Technical Support mobile app has been well received by the Tech Zone community.

 

Feedback from customers:

 

"[Tech Zone Docs] are the publicly available documents that TAC has written to recommended best practices or address common customer issues, and many of them are pure gold! …Priceless"

Review by Ethan Banks, Network Architect, Chase Paymentech Solutions, Co- Host of Packet Pushers

 


Company: Cisco 

Entry submitted by: Becky Scott (lolagoetz) Sr. Project Manager

Community: Tech Zone (techzone.cisco.com), internal community

Lithy category: Lithium Platform Innovator

 

 

Our group was able to leverage Lithium's capabilities to enhance the influence of Cisco's Technical Assistance Center (TAC) Engineers, enabling them to easily capture knowledge created through collaboration and share it directly with Cisco customers.  We implemented more than 80 custom components in Lithium to deliver a solution called Tech Zone to the TAC organization that is optimized for their needs and fits within their standard workflow. We utilized Lithium's REST APIs to create an externalization channel to migrate the most useful articles from Tech Zone to Cisco.com.  Moreover, we extended our platform to enable our partners to collaborate with us on joint customer opportunities and challenges, and to retain these interactions as part of corporate memory.

 

The business impact for Cisco's TAC grew significantly in 2013 due to increasing participation driven by further integration of the Lithium platform within the existing workflow, mobile access, and content externalization.  Articles published on Cisco.com that resulted from collaboration within Tech Zone received 1.7 million views and saved Cisco nearly $10M due to case avoidance from February 2013 through January 2014.  The rate of cost savings due to external articles has grown significantly each quarter, and this trend is projected to continue.  For example, the quarterly cost savings increased by 48% over the last two fiscal quarters.

 

The Cisco Technical Assistance Center (TAC) is staffed by over 3,000 engineers; this team spans 20 TAC facilities worldwide, bringing support to Cisco customers in over 180 countries and in 17 different languages.  Cisco's TAC, enhanced by Lithium's capabilities, continues to change the way engineers think about collaboration with robust, organic Social Knowledge Management Environments.  Powered by Cisco’s Intellectual Capital Transformation group (ICT), Tech Zone has become a preferred channel for these engineers to collaborate, share and publish valuable content directly to customers via the web or mobile applications.  Since its launch over two years ago, Tech Zone has transformed not only the way TAC manages their intellectual capital but how Cisco communicates, collaborates, and serves partners and customers.  In addition, Tech Zone influences other engineering and consulting business units inside Cisco seeking similar benefits from Social Knowledge Management Environments.

          

Since its origins, Tech Zone has been pushing the boundaries of what a Social Knowledge Management Environment (SKME) is and what it can become. In addition to Lithium out of the box capabilities, we have enhanced the collaboration experience of the engineers with features such as:

  •        Raise Hand Subscription

The "raise hand" feature allows users to draw attention to a discussion in progress in order to ask for additional help. This feature was enhanced by allowing users to subscribe to raised hand events, enabling community experts to be easily notified when other engineers need assistance.

 

 

You can enable this subscription under your My Settings > Notification Settings

 

 

  •        Solution Buddy

Solution Buddy powers the reuse of the Tech Zone content by automatically surfacing relevant content directly within the salesforce.com interface that will assist the engineer in solving the customer issue quickly without the need to search or leave the salesforce.com interface.

 

 

  •        Externalization Workflow

Leveraging Lithium REST APIs, we created a path from within Tech Zone to externalize valuable content to our corporate website at Cisco.com. In addition to powering the externalization channel, we created a publishing lifecycle widget that lets engineers know the state of articles within the externalization pipeline:

 

 

  •        Collaborative Review for External Publication

To reduce redundant efforts to externally publish the same article, engineers can now see and join other engineers that are preparing an article. If no engineers are working on the same article, the default option is 'Initiate External Publication'. However, if engineers are already working on the document, others may 'Join'. Engineers may 'Unjoin' at any time, and if the engineer is the last to 'Unjoin',  the available option is 'Cancel External Process'.

 

 

Example actions for collaborating on external publication of documents

  •        Related Content

One of the key missions of Tech Zone is promoting content reuse. Instead of reinventing the wheel, we want to ensure engineers are consuming and leveraging already existing content, and adding to it as appropriate. With this in mind, we developed a widget that returns articles and posts containing content similar to the one being viewed (especially content related to the linked case in salesforce.com).

 

 

  •        Empower External Publication of Naturally Captured Content

Discussions that have accepted solutions will trigger the button "Share it for External Publication". This button triggers the Lithium feature "Start Article" from a discussion.

 

  •        Me Too Integration with Case Linkages

We enhanced the Lithium "Me Too" feature by triggering a pop-up to capture the case number in which the engineer is facing the same issue as described in the thread.

  •        Label Widget

We implemented a widget to highlight the labels assigned to the article being viewed. If the engineer clicks any of these labels, a list of all articles containing that label is presented.

 

 

  •        Injecting Content Impact into Federated Search Results

Results from our enterprise search engine now take into consideration the Content Quality Factor (CQF), which means the most valuable and useful content will be presented at the top of the search results. In addition, discussion threads with posts marked as Accepted Solutions will also appear at the top of the results. 

 

Tech Zone's success is the result of three main components:

 

End-to-End Content Creation and Consumption: Collaborations between TAC engineers often contain large amounts of information spread out over multiple emails, messages, and tools. Tech Zone is able to act as an environment that captures and compiles these chunks of information into cohesive articles that can be cataloged and later referenced by engineers experiencing similar problems. The most helpful articles are published outside Cisco where they can be directly consumed by customers either on the corporate website or via the Cisco mobile application.

 

Fully Integrated Workflow: Tech Zone takes collaboration to the next level by not only providing an environment for TAC engineers to work together, but also integrates within the existing TAC workflow.  The Solution Buddy application binds Tech Zone with the TAC engineer case handling tool, MyWorkZone (Salesforce.com), to surface relevant Tech Zone content for assisting engineers in solving open customer issues.

 

Solution Buddy video: https://www.youtube.com/watch?v=-eyhbWZ4L3s

 

Reputation and Gamification: Gamification is leveraged to drive user engagement and innovation. Tech Zone recently launched a competition called "Knowledge Champions League" to empower engineers and drive the creation of valuable content in their respective technology spaces by teaming them up with similar engineers from different countries. Winners will be able to travel around the world to meet their colleagues.

 

Another successful gamification initiative was the “Best Greasemonkey Widget Contest,” for which engineers competed to create widgets that could enhance the Tech Zone user experience. Over 300 engineers submitted unique widgets and several were selected by the engineers to be implemented directly into Tech Zone.

 

1) Value

Tech Zone initially focused on creating an internal repository for content that TAC engineers could leverage to collaborate, improve, and reuse to better solve customers’ cases. The next step was to share this content with Cisco's customers by externalizing TAC-authored content from Tech Zone to the Cisco website. These externalized articles have saved Cisco a total of nearly $10 million from February 2013 to January 2014.

 

2) Participation

Participation in Tech Zone has skyrocketed since its launch. Tech Zone's user base has increased by 103% since 2012 to more than 26,500 registered users and content has grown by 145% to more than 23,300 TAC-authored articles. Although Tech Zone initially targeted TAC engineers, the user base has grown exponentially; so much so that the original TAC engineers represent only 21.6% of the population of Tech Zone.

 

 

Feedback from TAC engineers: 

 

"Tech Zone has given a lot to TAC newbies like me and I sure would want to give back in whatever way I can!"

- Vinay Raichur, Voice TAC Engineer from India

 

 “This is an excellent website, I didn't know this existed until a couple days ago. The reason I like Tech Zone is the contributors are doing a fantastic job explaining concepts in simple and easy to understand language. I myself was able to understand quite a few concepts.”

- Rahul Munot, Sales Engineer from US

 

Tech Zone has successfully created a model for dynamic corporate memory, displaying how knowledge can be leveraged, not only internally, but externally across Cisco as well. So well, in fact, that other organizations within Cisco and Cisco partners have requested Social Knowledge Management Environments similar to Tech Zone.

 

3) Mobility

Starting December 2013, content from Tech Zone has been included in the new Mobile application (Cisco Technical Support), available for both iOS and Android. Since then, there have been almost 18,000 application downloads, and TAC authored articles from Tech Zone have received a total of almost 12,000 mobile views. The addition of these documents to the Cisco Technical Support mobile app has been well received by the Tech Zone community.

 

Feedback from customers:

 

"[Tech Zone Docs] are the publicly available documents that TAC has written to recommended best practices or address common customer issues, and many of them are pure gold! …Priceless"

Review by Ethan Banks, Network Architect, Chase Paymentech Solutions, Co- Host of Packet Pushers

 

Status:
2014 Lithy Submission

Lithys 2014: Advent Software - Best Community Desi...

By JaniceK

Lithys 2014: Advent Software - Best Community Design

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-16-2014 03:01 PM - last edited on ‎04-28-2014 08:52 AM by Community Administrator Community Administrator

Company: Advent Software 

Entry submitted by: Al Castillo (AlSolutions Manager, Advent Direct Community

Community: Advent Direct® Community (https://community.advent.com)

Lithy category: Best Community Design

 

 

Advent Software has a 30 year history of technology leadership in the investment management industry. Our client base spans over 4,400 firms, from established global institutions to small start-up practices, in nearly 60 countries. We view our clients as collaborators, and are constantly seeking to improve our solutions to break down boundaries between systems, people, and information.

 

Technology as an industry, whether consumer-facing or in the enterprise, is becoming increasingly personalized for the individual user, and as a technology company, Advent strives to be at the forefront of that trend. In November 2013, Advent Software unveiled Advent Direct® Community, a new, interactive way for Advent clients and partners – from disparate parts of the investment management industry – to connect, share information, and learn best practices. In what is so frequently an adversarial and information-hoarding environment, Advent Direct Community provides a unique opportunity for financial industry practitioners and firms to engage with each other and with Advent in an open, personalized, collaborative, and transparent forum.

 

With Advent Direct Community, we set out to design a website that mirrored our goals of building a personal, transparent community while also providing a simple and familiar experience that would be true to the overall Advent brand. The community design thus is consistent with the look and feel of other Advent properties – simple but bold, sophisticated colors and graphics that reflect our business and client base. From the beginning, we included members of our Marketing and Product teams to ensure that everything from menu navigation and other user interactions to font and color was on par with the high standard we set for other Advent applications.

 

From the very first click on the landing page, the user experience is all about personalization and ease of use. Instead of sifting through cluttered information that may or may not be relevant, new users answer a few brief questions at the onset and are then presented with customized content personal to their particular interests, minimizing the number of clicks to get to that relevant, recent content.

 

ADVENT DIRECT® COMMUNITY PERSONAL LANDING PAGE

 

 

For example, when a user decides to “follow” a product on Advent Direct Community, they are auto-subscribed to the Lithium discussion board for that product, their menu is customized to include a direct link to the discussion board, and a product tile is added to their home page. The tile uses a “counter” approach to highlight contributions from the last seven days on the Lithium platform – Discussions, Answers, and Ideas – and it also provides a count for new and recently updated knowledge base articles. With a single click on any product tile line item, the user can see a list of the three most recent items and by clicking an item link they can view the conversation.  Alternatively, they can start a new discussion or view all discussions. Three distinct actions, one click.

ADVENT DIRECT® COMMUNITY DISCUSSION BOARD

 

 

The Lithium platform has proven immensely valuable in serving as a conduit between Advent and our clients. Through the discussion area and “Idea Exchange” areas of the site, it has enabled us to deliver on our promise of transparent communication and acting on client feedback. We are particularly excited about the “Idea Exchange”, a relatively new feature of Advent Direct Community, where users can suggest, share, and vote on new ideas for Advent products. This has generated a number of constructive ideas that we are incorporating into new releases for our products. The Idea Exchange is, in effect, co-creation between Advent and our clients in action.  In addition, the Lithium platform enables users to give peers a visual “kudos” for post contributions, something which users have particularly glommed onto and helps build a network between Advent product users. Posts that are the most active or receive the most kudos are the most prominently displayed.

 

ADVENT DIRECT® COMMUNITY IDEA EXCHANGE

 

 

 

“I love how Advent has gamified Advent Direct Community. I really thrive off getting kudos from other users and rising to the top of the leadership board. I’ve also enjoyed the clean design, which allows me to navigate the site very easily. There aren’t a lot of things that distract me from finding what I need.” – Shawn Larrabee, Senior Control Analyst at JD Clark & Company, A Division of UMB Fund Services

 

“The design isn’t simple, but it makes things simple. I can see all the information I want to see right when I login and decide if I want to go further or go back to it later. It’s far from basic, but the design of the site makes it easy and basic for me to easily navigate to all the information that’s relevant to me with a scroll of the mouse.” – Tom Harmke, Vice President, Chief Technology Officer, Reaves Asset Management

 

ADVENT DIRECT® COMMUNITY BOARD ANNOUNCEMENTS

 

 

We attribute the professional, vibrant, and friendly design of the site to the remarkable success Advent Direct Community has seen almost immediately after launching. Within just three months Advent Direct Community surpassed Advent’s previous client portal in registration numbers, with 8,500 registered users. Ninety percent of registered users visit monthly and about 1/3 visit on a weekly basis. The number of unique visitors to our core products boards is consistently strong and growing – double-digit growth for our Axys, APX and Moxy products.  And users aren’t just visiting more often; they’re starting more conversations, getting more replies, and the number of answers being generated by the community is increasing.

 

“The enhancements to Advent Direct Community make me feel like Advent is interested in my success and my development personally because they are creating ways and avenues for me to quickly become a subject expert in my field. I didn’t really have a great connection with other Advent product users before and now I am easily able to find users who are in the same position as I am. I can reach out to these users and get the information that I need while at the same time create a strong network of professionals that allows me to excel at my job.” – Shawn Larrabee, Senior Control Analyst at JD Clark & Company, A Division of UMB Fund Services

 

ADVENT DIRECT® COMMUNITY DISCUSSION BOARD

 

 

 


Company: Advent Software 

Entry submitted by: Al Castillo (AlSolutions Manager, Advent Direct Community

Community: Advent Direct® Community (https://community.advent.com)

Lithy category: Best Community Design

 

 

Advent Software has a 30 year history of technology leadership in the investment management industry. Our client base spans over 4,400 firms, from established global institutions to small start-up practices, in nearly 60 countries. We view our clients as collaborators, and are constantly seeking to improve our solutions to break down boundaries between systems, people, and information.

 

Technology as an industry, whether consumer-facing or in the enterprise, is becoming increasingly personalized for the individual user, and as a technology company, Advent strives to be at the forefront of that trend. In November 2013, Advent Software unveiled Advent Direct® Community, a new, interactive way for Advent clients and partners – from disparate parts of the investment management industry – to connect, share information, and learn best practices. In what is so frequently an adversarial and information-hoarding environment, Advent Direct Community provides a unique opportunity for financial industry practitioners and firms to engage with each other and with Advent in an open, personalized, collaborative, and transparent forum.

 

With Advent Direct Community, we set out to design a website that mirrored our goals of building a personal, transparent community while also providing a simple and familiar experience that would be true to the overall Advent brand. The community design thus is consistent with the look and feel of other Advent properties – simple but bold, sophisticated colors and graphics that reflect our business and client base. From the beginning, we included members of our Marketing and Product teams to ensure that everything from menu navigation and other user interactions to font and color was on par with the high standard we set for other Advent applications.

 

From the very first click on the landing page, the user experience is all about personalization and ease of use. Instead of sifting through cluttered information that may or may not be relevant, new users answer a few brief questions at the onset and are then presented with customized content personal to their particular interests, minimizing the number of clicks to get to that relevant, recent content.

 

ADVENT DIRECT® COMMUNITY PERSONAL LANDING PAGE

 

 

For example, when a user decides to “follow” a product on Advent Direct Community, they are auto-subscribed to the Lithium discussion board for that product, their menu is customized to include a direct link to the discussion board, and a product tile is added to their home page. The tile uses a “counter” approach to highlight contributions from the last seven days on the Lithium platform – Discussions, Answers, and Ideas – and it also provides a count for new and recently updated knowledge base articles. With a single click on any product tile line item, the user can see a list of the three most recent items and by clicking an item link they can view the conversation.  Alternatively, they can start a new discussion or view all discussions. Three distinct actions, one click.

ADVENT DIRECT® COMMUNITY DISCUSSION BOARD

 

 

The Lithium platform has proven immensely valuable in serving as a conduit between Advent and our clients. Through the discussion area and “Idea Exchange” areas of the site, it has enabled us to deliver on our promise of transparent communication and acting on client feedback. We are particularly excited about the “Idea Exchange”, a relatively new feature of Advent Direct Community, where users can suggest, share, and vote on new ideas for Advent products. This has generated a number of constructive ideas that we are incorporating into new releases for our products. The Idea Exchange is, in effect, co-creation between Advent and our clients in action.  In addition, the Lithium platform enables users to give peers a visual “kudos” for post contributions, something which users have particularly glommed onto and helps build a network between Advent product users. Posts that are the most active or receive the most kudos are the most prominently displayed.

 

ADVENT DIRECT® COMMUNITY IDEA EXCHANGE

 

 

 

“I love how Advent has gamified Advent Direct Community. I really thrive off getting kudos from other users and rising to the top of the leadership board. I’ve also enjoyed the clean design, which allows me to navigate the site very easily. There aren’t a lot of things that distract me from finding what I need.” – Shawn Larrabee, Senior Control Analyst at JD Clark & Company, A Division of UMB Fund Services

 

“The design isn’t simple, but it makes things simple. I can see all the information I want to see right when I login and decide if I want to go further or go back to it later. It’s far from basic, but the design of the site makes it easy and basic for me to easily navigate to all the information that’s relevant to me with a scroll of the mouse.” – Tom Harmke, Vice President, Chief Technology Officer, Reaves Asset Management

 

ADVENT DIRECT® COMMUNITY BOARD ANNOUNCEMENTS

 

 

We attribute the professional, vibrant, and friendly design of the site to the remarkable success Advent Direct Community has seen almost immediately after launching. Within just three months Advent Direct Community surpassed Advent’s previous client portal in registration numbers, with 8,500 registered users. Ninety percent of registered users visit monthly and about 1/3 visit on a weekly basis. The number of unique visitors to our core products boards is consistently strong and growing – double-digit growth for our Axys, APX and Moxy products.  And users aren’t just visiting more often; they’re starting more conversations, getting more replies, and the number of answers being generated by the community is increasing.

 

“The enhancements to Advent Direct Community make me feel like Advent is interested in my success and my development personally because they are creating ways and avenues for me to quickly become a subject expert in my field. I didn’t really have a great connection with other Advent product users before and now I am easily able to find users who are in the same position as I am. I can reach out to these users and get the information that I need while at the same time create a strong network of professionals that allows me to excel at my job.” – Shawn Larrabee, Senior Control Analyst at JD Clark & Company, A Division of UMB Fund Services

 

ADVENT DIRECT® COMMUNITY DISCUSSION BOARD

 

 

 

Status:
2014 Lithy Submission

Lithys 2014: BRP - The Organization Game Changer

By JaniceK

Lithys 2014: BRP - The Organization Game Changer

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-23-2014 04:46 PM - last edited on ‎04-28-2014 08:50 AM by Community Administrator Community Administrator

Company: BRP 

Entry submitted by: Jasmin Boudreau (JasminCommunity Manager

Community: BRP Community (https://community.bossweb.brp.com), a private B2B community

Lithy category: The Organization Game Changer

 

 

BRP: Who we are, what we do and what’s our story!

 

BRP is the world leader in the design, manufacturing, distribution and marketing of motorized recreational vehicles and power sports engines. BRP products are distributed in over 100 countries by more than 3,500 dealers and distributors.

 

What makes your heart race? How often to you take the time to smile ear to ear and share good time with your family

 

We push ourselves for it. We come together to earn it. We try and try and try again to reach that prize. It's our motivation, our inspiration to move forward. It's the reason why we stand back up every time we fall. What are we talking about?

 

We are the company that invented the snowmobile and we`ve built 3,000,000 sleds to date!!!!!

 

 

We are not bringing you to the water; we are the company that brings the water to YOU.

 

 

We believe in a world where everyone can experience the exhilaration of the open road.

 

 

The riders. The ultimate rush. The Can-AM off-road thrills are never-ending.

 

 

LIVING THE LIFESTYLE. SHARING THE PASSION.

 

Take a deeper look at our culture in this short but powerful video: BRP - The history is made of stories

 

Now that you have a better understanding of who we are and what we do, you will better understand why we did our transformation and the pressure was high. We will also show you all of the reasons that explain why we deserve this award.

 

The Organization Game Changer

 

The BRP Community links all of the BRP dealerships and BRP together across the world to share advice, technical expertise and to connect in a completely different way. This community is the ONLY one in the power sports industry.

 

Our Community is a private Business to Business community and has been active since February 2012. We are still relatively young but have shown a tremendous growth and success since our go-live.

 

For years our North America after-sales support department have supported our dealer network by picking up the phone and answering questions. Considering our large dealer network, our continual growth of business, the complexity of vehicles and the large call volumes, we needed to change our methods of supporting our dealers.

 

Combined with the complexity of questions, the increasing volume of requests, the dealer survey results and the on-going frustration of not being able to provide more added–value in our customer lives, we decided it was time to change. We needed to look at the service experience and the structure of our after-sales department to address the challenges our network was facing in their day to day and meet their expectations of our company.

 

We decided to change our call center to a contact center by using new technologies to move towards a Dealer service transformation (DST).

 

2013 was the year of transformation for our BRP North-American after-sales service team and we changed the way we interacted with our dealers.

 

The changes took place with 4 key pillars

1)    Leveraging our Knowledge center

2)    Increasing the community usage and integrating it in our dealer`s day to day operations

3)    Introduction of webcases to receive questions from our dealers

4)    Changing the team structure to support our dealers by Regional Teams accessible via multiple channels instead of reaching departments and silos.

 

What does this mean to you, to us, to our customers? 

 

We want to make sure our customer’s vehicles are fixed right the first time and that our customers never lose a ride!

 

Where Lithium does comes into play against our business goals?

 

 

The BRP Community powered by Lithium is a critical asset in our transformation.

 

“We cannot become what we want to be by remaining what we are!”

 

At this point, we are no longer a call center but rather a complete hands-on contact center.

 

Whenever a Dealer in service is looking for BRP information the 4 steps we ask them to take are the following:

1- First look on the Knowledge Center.

 

Dealers can now type a VIN (vehicle identification number or serial number) or use the keyword box to search hundreds of articles and technical information related to the unit in their service bay. They now have access to a VIN centric tool simplifying the amount of time and effort to have the information right away. They now have access to the best knowledge information from our top technicians 24/7 without calling in.

 

Our networking is consulting over 43 000 technical articles per year.


2. Go to Community and use the search tool for the network to provide support.

 

Our dealers can now follow BRP in this live environment and be informed on a daily basis on all parts, technical, and warranty related questions or any other after-sales service topics within this one stop shop. It’s also allowing them to access other techs around the globe. It’s given the chance for dealers to leverage the thousands of years of experience with BRP vehicles where before they were limited to their facility.

 

In the last 3 months, during our biggest Ski-doo season, we saw amazing numbers on our Community. Over 865 000 pages were viewed by 41 000 visitors. Remember, we are in a B2B environment so we are limited in the amount of users we can have and we need to keep them coming.

 

Again, this is not a typical community with customers coming in for their own personal interests. These are technicians and service managers that are taking time from their typical day to day activities to go in an environment that isn’t truly natural to them. Considering these users are not computer enthusiast, they could have felt that an online community was a waste of time and money but this was not the case as we see them coming back over and over again. This demonstrates our true success. 

 

 

In the event they didn't find they were looking for, the step 3 comes into play.


3. Dealers can also submit a Webcase to get support from our Regional Teams.

 

We now have an online webcase system that allows for dealers to reach us whenever they feel the need to send inquires. We can prioritize their requests and within the same dedicated amount of time we will answer them. No more wait times on the phone, nor do they need to adjust their needs with our schedule.

 

We can provide a direct answer through the webcase and point them in the direction of the Knowledge Center or Community when necessary.


 

4. The Contact Center:

For more complex or pressing issues, the BRP phone service also supported by our Regional Team is also available for our dealers. We receive hundreds and hundreds phone calls from our network.

 

Because of our Knowledge Center, Community and Webcase tool dealers can now use the time to phone us in order to discuss more complex issues without being rushed or having to wait on hold for long periods of time.

Why is BRP the ideal candidate for this award?

 

We are the only manufacturer in the entire power sport industry with a dealer community (B2B) in place.  This is a tremendous achievement for our organization to have such innovation and success while being able to have our dealer network support this change.

 

The dealers, mostly multi-brands, are recognizing the power and benefits of our approach. It was a very big challenge for BRP to have them change their habits of going from phone to using our online community. We`ve heard so many times at the beginning of this transformation: “I don’t want my tech to lose time on the internet.” Or “I’m paying him to wrench, not to push keys on a keyboard” and the typical “Why would I spend time using your tool if I can just call you?”

 

Today we are no longer getting these comments, we are simply getting accolades and dealers will tell you that they cannot imagine working without these tools.

 

We are a Canadian company using technologies to outperform larger American or international competitors. It’s not an unfair battle; it’s a question of innovation, creativity and passion.

 

One of the ways to define our culture and company comes from this short video:

The ultimate power sport experience - BRP the power to the go!

 

The partnership, a similar culture and passion and the will to change

 

The partnership between Lithium and BRP becomes a natural fit for our transformation but also falls within our culture of passion and willingness to do more for our customers and to strive in being the best at what we do.

 

The BRP community helps in so many ways:

 

Increasing shop efficiency and faster turnaround time: It’s much easier for our dealers to get answers to fix units of customers: The service is never closed at BRP since the community connects the planet together.

 

Securing vehicles that are fixed right the first time It’s allowing dealers to find the right information in minimal time and preventing customers to have to bring back the vehicle due to an improper fix.

 

Better CSI scores and greater chances of not losing a week-end of fun:  It’s helping dealers increasing the customer satisfaction by increasing technician’s knowledge and skills.

 

Service experience and greater connection between BRP and the dealer network: It’s allowing BRP to secure strategic initiatives to help secure MOTs (Moment of truth). The service MOT is one of the key pillars for our customer satisfaction.

 

Access to our partners in ways we never seen before: It’s allowing BRP to receive instant feed-back from our network in a real time environment and benefit from a continuous communication stream.

 

Remove pressure on our Contact center: The users and the MVPs in the community are allowing us to focus on more complex cases and offer added-value where it counts while the rest of the network is supporting each other by deflecting request to us and allowing dealers to have answers outside our business hours.

 

The question you have: Yes, that's all nice but what does it mean in numbers?

 

Within our closed environment where we operate with a limited amount of dealers and distributors, our metrics are not the same as the typical B2C ou P2P. For others, our metrics may look marginal but for us, and based on Lithium internal benchmark, we know we have outstanding results and a fantastic story to share.  History is made of stories; our story can also be understood with numbers.

 

We have seen incredible growth in 2013.  In the last 12 months

  • Overall posts: 41 000 and 80% growth
  • Logins: 1 344 000 and 134% growth
  • User sessions: 1 200 000 and 252% growth
  • Accepted solutions: 3 100 and 77% growth
  • Searches: 100 000 and 51% growth

Combining theses metrics to some of the previous numbers on the community we`ve shared at the beginning of this submission, you can see our dealer support transformation unfolding right before your eyes.

 

We truly believe that The Organization Game Changer award is meant for us.

  • We have changed the communication method used by a thousand dealers after decades of habits;
  • We were able to completely remodel and reshape our internal departments to remove silos;
  • We leveraged new technologies to everyone’s benefit;
  • We now have put the customer at the center of the operations.

 

More importantly, all of this transformation wasn’t possible if we didn’t have a strong community, powered by Lithium, supporting our goal and vision. 

 

What are our next challenges? We will find new creative ways to push these innovations and support mechanism to uncharted territories and show our competition, within our industry, that we are true leaders. Everywhere & every time we put our mind, passion and efforts in our service and in our products is one more step closer towards providing our customers the ultimate experience.

 

You don’t believe it? If we did this, nothing can stop us. Just  Watch us!

 

---------------------------------------------------------------

Please see the following deck to better understand the overall transformation that took place in 2013 in our NA after-sales department:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


Company: BRP 

Entry submitted by: Jasmin Boudreau (JasminCommunity Manager

Community: BRP Community (https://community.bossweb.brp.com), a private B2B community

Lithy category: The Organization Game Changer

 

 

BRP: Who we are, what we do and what’s our story!

 

BRP is the world leader in the design, manufacturing, distribution and marketing of motorized recreational vehicles and power sports engines. BRP products are distributed in over 100 countries by more than 3,500 dealers and distributors.

 

What makes your heart race? How often to you take the time to smile ear to ear and share good time with your family

 

We push ourselves for it. We come together to earn it. We try and try and try again to reach that prize. It's our motivation, our inspiration to move forward. It's the reason why we stand back up every time we fall. What are we talking about?

 

We are the company that invented the snowmobile and we`ve built 3,000,000 sleds to date!!!!!

 

 

We are not bringing you to the water; we are the company that brings the water to YOU.

 

 

We believe in a world where everyone can experience the exhilaration of the open road.

 

 

The riders. The ultimate rush. The Can-AM off-road thrills are never-ending.

 

 

LIVING THE LIFESTYLE. SHARING THE PASSION.

 

Take a deeper look at our culture in this short but powerful video: BRP - The history is made of stories

 

Now that you have a better understanding of who we are and what we do, you will better understand why we did our transformation and the pressure was high. We will also show you all of the reasons that explain why we deserve this award.

 

The Organization Game Changer

 

The BRP Community links all of the BRP dealerships and BRP together across the world to share advice, technical expertise and to connect in a completely different way. This community is the ONLY one in the power sports industry.

 

Our Community is a private Business to Business community and has been active since February 2012. We are still relatively young but have shown a tremendous growth and success since our go-live.

 

For years our North America after-sales support department have supported our dealer network by picking up the phone and answering questions. Considering our large dealer network, our continual growth of business, the complexity of vehicles and the large call volumes, we needed to change our methods of supporting our dealers.

 

Combined with the complexity of questions, the increasing volume of requests, the dealer survey results and the on-going frustration of not being able to provide more added–value in our customer lives, we decided it was time to change. We needed to look at the service experience and the structure of our after-sales department to address the challenges our network was facing in their day to day and meet their expectations of our company.

 

We decided to change our call center to a contact center by using new technologies to move towards a Dealer service transformation (DST).

 

2013 was the year of transformation for our BRP North-American after-sales service team and we changed the way we interacted with our dealers.

 

The changes took place with 4 key pillars

1)    Leveraging our Knowledge center

2)    Increasing the community usage and integrating it in our dealer`s day to day operations

3)    Introduction of webcases to receive questions from our dealers

4)    Changing the team structure to support our dealers by Regional Teams accessible via multiple channels instead of reaching departments and silos.

 

What does this mean to you, to us, to our customers? 

 

We want to make sure our customer’s vehicles are fixed right the first time and that our customers never lose a ride!

 

Where Lithium does comes into play against our business goals?

 

 

The BRP Community powered by Lithium is a critical asset in our transformation.

 

“We cannot become what we want to be by remaining what we are!”

 

At this point, we are no longer a call center but rather a complete hands-on contact center.

 

Whenever a Dealer in service is looking for BRP information the 4 steps we ask them to take are the following:

1- First look on the Knowledge Center.

 

Dealers can now type a VIN (vehicle identification number or serial number) or use the keyword box to search hundreds of articles and technical information related to the unit in their service bay. They now have access to a VIN centric tool simplifying the amount of time and effort to have the information right away. They now have access to the best knowledge information from our top technicians 24/7 without calling in.

 

Our networking is consulting over 43 000 technical articles per year.


2. Go to Community and use the search tool for the network to provide support.

 

Our dealers can now follow BRP in this live environment and be informed on a daily basis on all parts, technical, and warranty related questions or any other after-sales service topics within this one stop shop. It’s also allowing them to access other techs around the globe. It’s given the chance for dealers to leverage the thousands of years of experience with BRP vehicles where before they were limited to their facility.

 

In the last 3 months, during our biggest Ski-doo season, we saw amazing numbers on our Community. Over 865 000 pages were viewed by 41 000 visitors. Remember, we are in a B2B environment so we are limited in the amount of users we can have and we need to keep them coming.

 

Again, this is not a typical community with customers coming in for their own personal interests. These are technicians and service managers that are taking time from their typical day to day activities to go in an environment that isn’t truly natural to them. Considering these users are not computer enthusiast, they could have felt that an online community was a waste of time and money but this was not the case as we see them coming back over and over again. This demonstrates our true success. 

 

 

In the event they didn't find they were looking for, the step 3 comes into play.


3. Dealers can also submit a Webcase to get support from our Regional Teams.

 

We now have an online webcase system that allows for dealers to reach us whenever they feel the need to send inquires. We can prioritize their requests and within the same dedicated amount of time we will answer them. No more wait times on the phone, nor do they need to adjust their needs with our schedule.

 

We can provide a direct answer through the webcase and point them in the direction of the Knowledge Center or Community when necessary.


 

4. The Contact Center:

For more complex or pressing issues, the BRP phone service also supported by our Regional Team is also available for our dealers. We receive hundreds and hundreds phone calls from our network.

 

Because of our Knowledge Center, Community and Webcase tool dealers can now use the time to phone us in order to discuss more complex issues without being rushed or having to wait on hold for long periods of time.

Why is BRP the ideal candidate for this award?

 

We are the only manufacturer in the entire power sport industry with a dealer community (B2B) in place.  This is a tremendous achievement for our organization to have such innovation and success while being able to have our dealer network support this change.

 

The dealers, mostly multi-brands, are recognizing the power and benefits of our approach. It was a very big challenge for BRP to have them change their habits of going from phone to using our online community. We`ve heard so many times at the beginning of this transformation: “I don’t want my tech to lose time on the internet.” Or “I’m paying him to wrench, not to push keys on a keyboard” and the typical “Why would I spend time using your tool if I can just call you?”

 

Today we are no longer getting these comments, we are simply getting accolades and dealers will tell you that they cannot imagine working without these tools.

 

We are a Canadian company using technologies to outperform larger American or international competitors. It’s not an unfair battle; it’s a question of innovation, creativity and passion.

 

One of the ways to define our culture and company comes from this short video:

The ultimate power sport experience - BRP the power to the go!

 

The partnership, a similar culture and passion and the will to change

 

The partnership between Lithium and BRP becomes a natural fit for our transformation but also falls within our culture of passion and willingness to do more for our customers and to strive in being the best at what we do.

 

The BRP community helps in so many ways:

 

Increasing shop efficiency and faster turnaround time: It’s much easier for our dealers to get answers to fix units of customers: The service is never closed at BRP since the community connects the planet together.

 

Securing vehicles that are fixed right the first time It’s allowing dealers to find the right information in minimal time and preventing customers to have to bring back the vehicle due to an improper fix.

 

Better CSI scores and greater chances of not losing a week-end of fun:  It’s helping dealers increasing the customer satisfaction by increasing technician’s knowledge and skills.

 

Service experience and greater connection between BRP and the dealer network: It’s allowing BRP to secure strategic initiatives to help secure MOTs (Moment of truth). The service MOT is one of the key pillars for our customer satisfaction.

 

Access to our partners in ways we never seen before: It’s allowing BRP to receive instant feed-back from our network in a real time environment and benefit from a continuous communication stream.

 

Remove pressure on our Contact center: The users and the MVPs in the community are allowing us to focus on more complex cases and offer added-value where it counts while the rest of the network is supporting each other by deflecting request to us and allowing dealers to have answers outside our business hours.

 

The question you have: Yes, that's all nice but what does it mean in numbers?

 

Within our closed environment where we operate with a limited amount of dealers and distributors, our metrics are not the same as the typical B2C ou P2P. For others, our metrics may look marginal but for us, and based on Lithium internal benchmark, we know we have outstanding results and a fantastic story to share.  History is made of stories; our story can also be understood with numbers.

 

We have seen incredible growth in 2013.  In the last 12 months

  • Overall posts: 41 000 and 80% growth
  • Logins: 1 344 000 and 134% growth
  • User sessions: 1 200 000 and 252% growth
  • Accepted solutions: 3 100 and 77% growth
  • Searches: 100 000 and 51% growth

Combining theses metrics to some of the previous numbers on the community we`ve shared at the beginning of this submission, you can see our dealer support transformation unfolding right before your eyes.

 

We truly believe that The Organization Game Changer award is meant for us.

  • We have changed the communication method used by a thousand dealers after decades of habits;
  • We were able to completely remodel and reshape our internal departments to remove silos;
  • We leveraged new technologies to everyone’s benefit;
  • We now have put the customer at the center of the operations.

 

More importantly, all of this transformation wasn’t possible if we didn’t have a strong community, powered by Lithium, supporting our goal and vision. 

 

What are our next challenges? We will find new creative ways to push these innovations and support mechanism to uncharted territories and show our competition, within our industry, that we are true leaders. Everywhere & every time we put our mind, passion and efforts in our service and in our products is one more step closer towards providing our customers the ultimate experience.

 

You don’t believe it? If we did this, nothing can stop us. Just  Watch us!

 

---------------------------------------------------------------

Please see the following deck to better understand the overall transformation that took place in 2013 in our NA after-sales department:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Status:
2014 Lithy Submission

Lithys 2014: ING Direct - Most Creative Promotion ...

By JaniceK

Lithys 2014: ING Direct - Most Creative Promotion or Launch

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-25-2014 12:16 PM - edited ‎04-29-2014 02:58 PM

Company: ING Direct 

Entry submitted by: Nicolas Hun (nicolashunBrand Content and Social Media Manager

Community: Le Web Café ING Direct (https://communaute.ingdirect.fr/)

Lithy category: Most Creative Promotion or Launch

 

ING Direct has launched its Lithium community to give visibility and highlight the good relationship it has with its customers, but also to reduce the costs of customer relations mainly services by call.

 

In December 2013, ING Direct France, the leader of online banking in France, launched its Lithium community, "Le Web Café".

 

This community, 100% integrated in ingdirect.fr website enriches the existing ecosystem "Web Café" of the brand composed from a Facebook Page, a Twitter account and 2 physical coffees in Paris and Lyon.

 

It was really important for the brand to use the name of "Web Café" as "Web Café" is the link for all the places where clients and prospects can discuss and share each other and with ING Direct, but also to give a possibility for the clients to tell and share their satisfaction and good relation with the bank.

 

 

The Lithium community is composed of three bricks.

1) A forum where clients and prospects can directly and freely discuss with the bank's customers, allowing customers to share their experiences and expertise with the community.

2) A lab where members can test and share their ideas to improve and build the bank of tomorrow.

3) A blog to decrypt, give tips, and share all useful informations to members to complete their projects.

 

For the launch of the community, we produced a video explaining in detail the community created by the agency. This video respects ING Direct's graphical guidelines and is in line with ING Direct philosophy.

 

A voiceover presents all the sections of the website and all that would be possible to do. The tone is light, and reflects the state of mind and the positioning of the bank. On screen, we follow a discussion between François (a client) and Jeanne (a prospect) who wishes to learn how to join ING Direct.

 

VO : In principle, the atmosphere of a coffee is very different from that of a bank.

 

Maybe not that much after all. ING Direct creates its "WEB CAFÉ". A community where you can discuss, exchange and share with us your ideas.

 

In the "Web Café ", it is you who have the floor.

 

Finally, you and the whole community gathered around ING Direct.

There is a forum where you can ask questions or respond to those of other clients. It's by helping each other we make a difference.

 

Simple, isn't?

 

"Web Café " is also a blog: articles and analysis to help you save, invest or manage your budget.

In the blog you will find tips for your projects.

 

WEB CAFÉ is finally a lab where we create the services of tomorrow together​. You propose ideas, big or small, and we submit ours...

 

And you vote for the ones you prefer.

 

Share your ideas and together build the bank tomorrow

 

Join the ING Direct "Web Café " community now.​

 

The community is a real success. In 4 months, the community has about 2 800 active members and more than 73 000 unique visitors. 741 discussions have been raised and more than 270 ideas to improve the lives of customers and build the bank of tomorrow have been shared.

 

Our business results:

"Le Web Café", with more than 466 247 pageviews and 741 discussions.
69% - Topics posted by members generated reactions from other members.
45% - Topics posted by members received answers from other members.

21% - Discussions related to the category "Become a customer"
62% of these discussions are about the process

 

Watch our launch video here: 

 


Company: ING Direct 

Entry submitted by: Nicolas Hun (nicolashunBrand Content and Social Media Manager

Community: Le Web Café ING Direct (https://communaute.ingdirect.fr/)

Lithy category: Most Creative Promotion or Launch

 

ING Direct has launched its Lithium community to give visibility and highlight the good relationship it has with its customers, but also to reduce the costs of customer relations mainly services by call.

 

In December 2013, ING Direct France, the leader of online banking in France, launched its Lithium community, "Le Web Café".

 

This community, 100% integrated in ingdirect.fr website enriches the existing ecosystem "Web Café" of the brand composed from a Facebook Page, a Twitter account and 2 physical coffees in Paris and Lyon.

 

It was really important for the brand to use the name of "Web Café" as "Web Café" is the link for all the places where clients and prospects can discuss and share each other and with ING Direct, but also to give a possibility for the clients to tell and share their satisfaction and good relation with the bank.

 

 

The Lithium community is composed of three bricks.

1) A forum where clients and prospects can directly and freely discuss with the bank's customers, allowing customers to share their experiences and expertise with the community.

2) A lab where members can test and share their ideas to improve and build the bank of tomorrow.

3) A blog to decrypt, give tips, and share all useful informations to members to complete their projects.

 

For the launch of the community, we produced a video explaining in detail the community created by the agency. This video respects ING Direct's graphical guidelines and is in line with ING Direct philosophy.

 

A voiceover presents all the sections of the website and all that would be possible to do. The tone is light, and reflects the state of mind and the positioning of the bank. On screen, we follow a discussion between François (a client) and Jeanne (a prospect) who wishes to learn how to join ING Direct.

 

VO : In principle, the atmosphere of a coffee is very different from that of a bank.

 

Maybe not that much after all. ING Direct creates its "WEB CAFÉ". A community where you can discuss, exchange and share with us your ideas.

 

In the "Web Café ", it is you who have the floor.

 

Finally, you and the whole community gathered around ING Direct.

There is a forum where you can ask questions or respond to those of other clients. It's by helping each other we make a difference.

 

Simple, isn't?

 

"Web Café " is also a blog: articles and analysis to help you save, invest or manage your budget.

In the blog you will find tips for your projects.

 

WEB CAFÉ is finally a lab where we create the services of tomorrow together​. You propose ideas, big or small, and we submit ours...

 

And you vote for the ones you prefer.

 

Share your ideas and together build the bank tomorrow

 

Join the ING Direct "Web Café " community now.​

 

The community is a real success. In 4 months, the community has about 2 800 active members and more than 73 000 unique visitors. 741 discussions have been raised and more than 270 ideas to improve the lives of customers and build the bank of tomorrow have been shared.

 

Our business results:

"Le Web Café", with more than 466 247 pageviews and 741 discussions.
69% - Topics posted by members generated reactions from other members.
45% - Topics posted by members received answers from other members.

21% - Discussions related to the category "Become a customer"
62% of these discussions are about the process

 

Watch our launch video here: 

 

Status:
2014 Lithy Submission

Lithys 2014: Autodesk - Most Creative Promotion or...

By JaniceK

Lithys 2014: Autodesk - Most Creative Promotion or Launch

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-15-2014 01:07 PM - last edited on ‎04-28-2014 08:54 AM by Community Administrator Community Administrator

Company: Autodesk 

Entry submitted by: Michael Pascucci (MPascucci) Senior Community Engagement Manager

Community: Autodesk Community (http://forums.autodesk.com/)

Lithy category: Most Creative Promotion or Launch

 

Autodesk, Inc. is a leader in 3D design, engineering and entertainment software. Customers across the manufacturing, architecture, building, construction, and media and entertainment industries use Autodesk software to design, visualize, and simulate their ideas before they're ever built or created. 

 

Like most software companies, Autodesk is focused on providing comprehensive solutions that our user base can rely on while also reaching new areas of the marketplace that were previously uncharted. Unlike other companies, Autodesk is also committed to reinventing our standard business model, moving away from standard licensing and into a flexible use anywhere, on any device, at anytime model.

 

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

 

Lithium has provided us with an avenue to combat the above, providing a true peer-to-peer community space where users ask technical and subject matter related questions, share suggestions and answers, support overall product mastery, and collaborate on future product and service enhancement suggestions, all the while reducing the need for direct one-on-one support (forums) and Research and Development (ideastations).

 

 

In November 2013 the Autodesk Community site was rereleased, following an extensive redesign process which was supported by Lithium Professional Services.

 

 

The result was a new compelling, easy-to-use site & experience that: optimizes our customers' ability to help themselves as well as each other; accelerates collaboration and innovation with our products & services; enables easy content creation, curation and distribution; all the while extending customer relationships each other, and Autodesk as a whole.

 

Business Results

 

     

 

Video entry

 

This video was used as an internal resource to provide an overview of the background and future of the Autodesk Community. We distributed it to all employees during the marketing phase of the community launch, just prior to the public release in the beginning of November. 

 

Watch our videohttps://autodesk.box.com/s/lcod9ztxrxfm7jexjyfd

 

 


Company: Autodesk 

Entry submitted by: Michael Pascucci (MPascucci) Senior Community Engagement Manager

Community: Autodesk Community (http://forums.autodesk.com/)

Lithy category: Most Creative Promotion or Launch

 

Autodesk, Inc. is a leader in 3D design, engineering and entertainment software. Customers across the manufacturing, architecture, building, construction, and media and entertainment industries use Autodesk software to design, visualize, and simulate their ideas before they're ever built or created. 

 

Like most software companies, Autodesk is focused on providing comprehensive solutions that our user base can rely on while also reaching new areas of the marketplace that were previously uncharted. Unlike other companies, Autodesk is also committed to reinventing our standard business model, moving away from standard licensing and into a flexible use anywhere, on any device, at anytime model.

 

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

 

Lithium has provided us with an avenue to combat the above, providing a true peer-to-peer community space where users ask technical and subject matter related questions, share suggestions and answers, support overall product mastery, and collaborate on future product and service enhancement suggestions, all the while reducing the need for direct one-on-one support (forums) and Research and Development (ideastations).

 

 

In November 2013 the Autodesk Community site was rereleased, following an extensive redesign process which was supported by Lithium Professional Services.

 

 

The result was a new compelling, easy-to-use site & experience that: optimizes our customers' ability to help themselves as well as each other; accelerates collaboration and innovation with our products & services; enables easy content creation, curation and distribution; all the while extending customer relationships each other, and Autodesk as a whole.

 

Business Results

 

     

 

Video entry

 

This video was used as an internal resource to provide an overview of the background and future of the Autodesk Community. We distributed it to all employees during the marketing phase of the community launch, just prior to the public release in the beginning of November. 

 

Watch our videohttps://autodesk.box.com/s/lcod9ztxrxfm7jexjyfd

 

 

Status:
2014 Lithy Submission

Lithys 2014: Rogers - Digital Strategy Leader

By JaniceK

Lithys 2014: Rogers - Digital Strategy Leader

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

Company: Rogers 

Entry submitted by: Margaret Tsuji (MargaretT) Community Manager

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

Lithy category: Digital Strategy Leader

 

 

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

 

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

 

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

 

 

 

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

 

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

 

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

 

Idea Box's impact to our business:

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

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

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

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

 

 

 

 


Company: Rogers 

Entry submitted by: Margaret Tsuji (MargaretT) Community Manager

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

Lithy category: Digital Strategy Leader

 

 

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

 

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

 

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

 

 

 

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

 

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

 

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

 

Idea Box's impact to our business:

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

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

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

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

 

 

 

 

Status:
2014 Lithy Submission

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

By JaniceK

Lithys 2014: Google Glass - Digital Strategy Leader

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

Company: Google Glass 

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

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

Lithy category: Digital Strategy Leader

 

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

 

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

 

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

 

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

 

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

 

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

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

 

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

 

 

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

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

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

 


 

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

 

 

 

 

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

 

Our business results

 

Community-driven launch video:

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

 

Public community user education board/blog:

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

 

Social media care:

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

 

#askanexplorer:

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

 

Explorer Program expansion:

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

 

 


Company: Google Glass 

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

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

Lithy category: Digital Strategy Leader

 

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

 

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

 

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

 

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

 

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

 

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

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

 

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

 

 

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

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

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

 


 

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

 

 

 

 

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

 

Our business results

 

Community-driven launch video:

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

 

Public community user education board/blog:

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

 

Social media care:

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

 

#askanexplorer:

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

 

Explorer Program expansion:

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

 

 

Status:
2014 Lithy Submission

Lithys 2014: Telefonica - Digital Strategy Leader

By JaniceK

Lithys 2014: Telefonica - Digital Strategy Leader

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

Company: Telefonica 

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

Community: Comunidad Movistar (comunidad.movistar.es)

Lithy category: Digital Strategy Leader

 

 

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

 

Telefonica Spain’s 2014 goals focused on the following:

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

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

 

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

 

 

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

 

 

 

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

 

 

 

Some additional quantifiable results:

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

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

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

 

 

 


Company: Telefonica 

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

Community: Comunidad Movistar (comunidad.movistar.es)

Lithy category: Digital Strategy Leader

 

 

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

 

Telefonica Spain’s 2014 goals focused on the following:

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

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

 

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

 

 

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

 

 

 

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

 

 

 

Some additional quantifiable results:

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

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

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

 

 

 

Status:
2014 Lithy Submission

Lithys 2014: CommSec - The Organization Game Chang...

By JaniceK

Lithys 2014: CommSec - The Organization Game Changer

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-18-2014 10:51 AM - last edited on ‎04-28-2014 08:51 AM by Community Administrator Community Administrator

Company: CommSec 

Entry submitted by: Ben Shute (BenshuteManager, Social Business & Emerging Channels

Community: CommSec Community (Commsec.com.au)

Lithy category: Organization Game Changer 

 

CommSec is Australia’s leading online trading platform and a subsidiary of Australia’s largest bank, the Commonwealth Bank. We introduced CommSec Community in May 2013.

 

CommSec Community’s goal is simple - to be the largest active investor community in Australia. As a business, we recognized the potential to create a vibrant community where investors and traders can discuss trading strategies and ideas, and a place where those new to trading could learn from each other and feel free to ask questions about entering the market. 

 

In launching a Community with Lithium, we have become the first major broker affiliated Community in Australia, giving us a key point of differentiation for our customers.

 

Recognizing the breadth of assets we have to draw on, we have built the Community experience around the ability to connect and learn from other traders, our expert analysts and our customer support teams.

 

 

We have realigned our business in a number of key areas to make it a success:

-       The existing social team has been expanded to encompass Community management

-       We’ve created specific environment for daily analyst commentary and encourage debate around this content

-       In seeking to increase the ability for customers to make information easy to find and self serve, we have taken our FAQ library and expanded this into TKB content, adding a new level of depth and opportunity to cross promote where applicable in the forums.

-       We have established a specific area for our new traders to tap into the collective knowledge of our other customers and support teams, with a dedicated team created to manage our customer support through this, and other social channels.

 

For us as a business, it helps create a better educated investor and at the same time facilitate greater customer experience and self service.

 

In the first 12 months, the CommSec Community now has over 10,000 registered users having made nearly 50,000 posts, and another 8,000 active guests who return each week to read the content.

 

Our new to trading board remains the 4th most popular board within the Community, and has ~ 50% response rate on questions asked being answered by other Community members.


Company: CommSec 

Entry submitted by: Ben Shute (BenshuteManager, Social Business & Emerging Channels

Community: CommSec Community (Commsec.com.au)

Lithy category: Organization Game Changer 

 

CommSec is Australia’s leading online trading platform and a subsidiary of Australia’s largest bank, the Commonwealth Bank. We introduced CommSec Community in May 2013.

 

CommSec Community’s goal is simple - to be the largest active investor community in Australia. As a business, we recognized the potential to create a vibrant community where investors and traders can discuss trading strategies and ideas, and a place where those new to trading could learn from each other and feel free to ask questions about entering the market. 

 

In launching a Community with Lithium, we have become the first major broker affiliated Community in Australia, giving us a key point of differentiation for our customers.

 

Recognizing the breadth of assets we have to draw on, we have built the Community experience around the ability to connect and learn from other traders, our expert analysts and our customer support teams.

 

 

We have realigned our business in a number of key areas to make it a success:

-       The existing social team has been expanded to encompass Community management

-       We’ve created specific environment for daily analyst commentary and encourage debate around this content

-       In seeking to increase the ability for customers to make information easy to find and self serve, we have taken our FAQ library and expanded this into TKB content, adding a new level of depth and opportunity to cross promote where applicable in the forums.

-       We have established a specific area for our new traders to tap into the collective knowledge of our other customers and support teams, with a dedicated team created to manage our customer support through this, and other social channels.

 

For us as a business, it helps create a better educated investor and at the same time facilitate greater customer experience and self service.

 

In the first 12 months, the CommSec Community now has over 10,000 registered users having made nearly 50,000 posts, and another 8,000 active guests who return each week to read the content.

 

Our new to trading board remains the 4th most popular board within the Community, and has ~ 50% response rate on questions asked being answered by other Community members.

Status:
2014 Lithy Submission

Lithys 2014: AppDynamics - Lithium Platform Innova...

By JaniceK

Lithys 2014: AppDynamics - Lithium Platform Innovator

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎03-21-2014 02:59 PM - last edited on ‎04-28-2014 08:51 AM by Moderator Moderator

Company: AppDynamics  
Entry submitted by: Steve Levine (appslevine) Senior Product Manager, Community                       Community: AppDynamics Community (http://community.appdynamics.com/)

Lithy category: Lithium Platform Innovator

 

 

We are a leader in the explosive Application Intelligence space. Our users are very technical and we provide enablement to this audience through our Lithium Community. We strive to maximize customer satisfaction and adoption and see that clearly in the stats coming from Lithium Social Intelligence each week. 

 

The community is linked from our .com site, directly through our software product and outbound e-mail marketing campaigns. We also obtain subscribers through organic search on the web. Our boards are divided into a small number of product categories. By creating hoards of new company-generated rich media content alongside user-generated, we now believe to have the algorithm for technical enablement and have measurable results coming in regularly.   

 

In order to create a framework where product management, engineering, education, customer success and the SE orgs are able to create their own enablement content on Lithium, we devised an HTML/CSS widget scheme with some 40 different templates.  The framework allows Idea boards to be used to host completely custom page layouts implemented by widgets. This includes video embedded players, image lightboxes, styled titles and body text with standard layout rules. We stage new content right on production using a ‘curator’ role assigned to reviewers. Our own page code enforces this so it isn’t seen by the public until we unlock it.

 

We also moved all of our Studio components into an offline Ruby environment called ‘Middleman’ which is used in conjunction with GitHub to stage content and code outside of our Staging site before pushing it.  This way we created an optimized, development environment spanning multiple time zones and geos. We can now adjust and preview any Studio function offline in our Middleman environment before pushing to stage and then test in stage before using Studio Publish to push to prod.  Robots push the studio components back up from Github in seconds and can do it incrementally. 

 

 

We provide what is represented inside the AppDynamics circle. Average users come in with questions and lacking knowledge, and the advanced/expert users and AppDynamics team help them become experts themselves. This is based around Content > Experts > Analytics as depicted in the below graphic. 

We have measured increased subscriptions and higher engagement metrics in the new content areas. Our traffic in the 90 days prior, from September 2013 to December 2013 was 70k page views, 20k visits with 10k uniques.  In the 3 months since the new content went live, from Dec-20 2014 – March 20, 2014 views increased 15% to 80k, visits 18% to 24.5k and uniques by 24% to 12.9k. We have also seen heavy downloads of our product extensions which are hosted on the community. Product extension downloads went from 0 to approximately 600 in 3 months.  Extensions development grew from 0-62 in that same period. Sales have queried community engagement metrics during land and expand lifecycles in order to leverage user behavior against sales strategy.

 

Additional Technical Accomplishments

 

Front-End Development Approach

In order to refresh and re-layout our community site from scratch, we needed a hi-fidelity approach to customization. Using studio with its myriad browser-based text editors was not going to provide the version control and scalability we required. We completely refreshed both the CSS and layout substantially and ran code on every page to hide most of the HTML coming down from Lithium and replace it with modified page code.  This allowed us to mash up REST calls to Lithium’s back-end with our custom layout code to get the pages to look like we needed them to, including the home page. We did this efficiently by timing DOM loads with code execution (JavaScript) so the user experience remained sub-1-second.

 

By using GitHub to maintain all development branches, we rarely experienced an out of sync codebase.  Teams in India and the US worked independently on separate branches with no conflicts, saving precious time during rapid deployments. (2-week agile sprints). We also maintained the ability to deprecate code and revert production in the event of regressions. 

Our progress was hyper fast with an extremely low bug count and we refreshed and rebuilt the community in 6 months, faster than any other project of this magnitude in the company’s history.

 

Custom User-Based, Off-Site Analytics Facility

Initially we did not have an API to retrieve user behavior against actual users at scale. However, we were able to implement page code that monitors button events for downloading product extensions. Each time a registered user clicks this button, we capture their user info, time/date and the extension they downloaded and store it in an offsite Django-based MySQL db.  We can then pull log files of these actions and generate dashboards of this behavior.  This is very useful to sales teams in the midst of upselling enterprise customers.

In addition to our custom analytics we also instrument every page of the community with Google Analytics tag code and report it (minus user info) to GA.


Company: AppDynamics  
Entry submitted by: Steve Levine (appslevine) Senior Product Manager, Community                       Community: AppDynamics Community (http://community.appdynamics.com/)

Lithy category: Lithium Platform Innovator

 

 

We are a leader in the explosive Application Intelligence space. Our users are very technical and we provide enablement to this audience through our Lithium Community. We strive to maximize customer satisfaction and adoption and see that clearly in the stats coming from Lithium Social Intelligence each week. 

 

The community is linked from our .com site, directly through our software product and outbound e-mail marketing campaigns. We also obtain subscribers through organic search on the web. Our boards are divided into a small number of product categories. By creating hoards of new company-generated rich media content alongside user-generated, we now believe to have the algorithm for technical enablement and have measurable results coming in regularly.   

 

In order to create a framework where product management, engineering, education, customer success and the SE orgs are able to create their own enablement content on Lithium, we devised an HTML/CSS widget scheme with some 40 different templates.  The framework allows Idea boards to be used to host completely custom page layouts implemented by widgets. This includes video embedded players, image lightboxes, styled titles and body text with standard layout rules. We stage new content right on production using a ‘curator’ role assigned to reviewers. Our own page code enforces this so it isn’t seen by the public until we unlock it.

 

We also moved all of our Studio components into an offline Ruby environment called ‘Middleman’ which is used in conjunction with GitHub to stage content and code outside of our Staging site before pushing it.  This way we created an optimized, development environment spanning multiple time zones and geos. We can now adjust and preview any Studio function offline in our Middleman environment before pushing to stage and then test in stage before using Studio Publish to push to prod.  Robots push the studio components back up from Github in seconds and can do it incrementally. 

 

 

We provide what is represented inside the AppDynamics circle. Average users come in with questions and lacking knowledge, and the advanced/expert users and AppDynamics team help them become experts themselves. This is based around Content > Experts > Analytics as depicted in the below graphic. 

We have measured increased subscriptions and higher engagement metrics in the new content areas. Our traffic in the 90 days prior, from September 2013 to December 2013 was 70k page views, 20k visits with 10k uniques.  In the 3 months since the new content went live, from Dec-20 2014 – March 20, 2014 views increased 15% to 80k, visits 18% to 24.5k and uniques by 24% to 12.9k. We have also seen heavy downloads of our product extensions which are hosted on the community. Product extension downloads went from 0 to approximately 600 in 3 months.  Extensions development grew from 0-62 in that same period. Sales have queried community engagement metrics during land and expand lifecycles in order to leverage user behavior against sales strategy.

 

Additional Technical Accomplishments

 

Front-End Development Approach

In order to refresh and re-layout our community site from scratch, we needed a hi-fidelity approach to customization. Using studio with its myriad browser-based text editors was not going to provide the version control and scalability we required. We completely refreshed both the CSS and layout substantially and ran code on every page to hide most of the HTML coming down from Lithium and replace it with modified page code.  This allowed us to mash up REST calls to Lithium’s back-end with our custom layout code to get the pages to look like we needed them to, including the home page. We did this efficiently by timing DOM loads with code execution (JavaScript) so the user experience remained sub-1-second.

 

By using GitHub to maintain all development branches, we rarely experienced an out of sync codebase.  Teams in India and the US worked independently on separate branches with no conflicts, saving precious time during rapid deployments. (2-week agile sprints). We also maintained the ability to deprecate code and revert production in the event of regressions. 

Our progress was hyper fast with an extremely low bug count and we refreshed and rebuilt the community in 6 months, faster than any other project of this magnitude in the company’s history.

 

Custom User-Based, Off-Site Analytics Facility

Initially we did not have an API to retrieve user behavior against actual users at scale. However, we were able to implement page code that monitors button events for downloading product extensions. Each time a registered user clicks this button, we capture their user info, time/date and the extension they downloaded and store it in an offsite Django-based MySQL db.  We can then pull log files of these actions and generate dashboards of this behavior.  This is very useful to sales teams in the midst of upselling enterprise customers.

In addition to our custom analytics we also instrument every page of the community with Google Analytics tag code and report it (minus user info) to GA.

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