Lithys: Digital Customer Excellence Awards

As of 2 PM Pacific time on Thursday March 30th, The Lithium Community will be unavailable for a few hours. Please be sure to save your content prior to this time.
Showing results for 
Search instead for 
Do you mean 

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

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

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

The stories are amazing.


 
New Idea
Status:
2015 Lithy Submission

Lithys 2015: Microsoft Mobile - Support Savings MV...

By JaniceK

Lithys 2015: Microsoft Mobile - Support Savings MVP

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-29-2015 10:23 PM - edited ‎05-02-2016 04:40 PM

Company: Microsoft Mobile Microsoft logo.png

Entry submitted by: Delfin Vassallo (DJVassallo) Social Media Operations Manager

LSW social channels: Facebook- globalTwitter- global, plus local ones, in total 107 social presences managed

Lithy category: Support Savings MVP

 

Microsoft (Nasdaq “MSFT”) is the worldwide leader in software, services, devices and solutions that help people and businesses realize their full potential.

 

In 2012, Microsoft Mobile (Nokia at the time) had a presence in social media with Twitter and Facebook accounts; however, many of the cases went unanswered and unaddressed. This was simply because they were not listening on social due to having insufficient tools with their first vendor and an inadequate team to manage social care requests.

 

Microsoft Mobile needed to invest in and get serious about social—and fast. They switched to a second vendor from 2012-2013, but their solution was falling short and they needed to operationalize their Social Care Practice on a bigger scale. That was the tipping point.

 

In 2013, the business—now Microsoft Mobile after Nokia’s acquisition—launched a critical quest for a new digital solution that offered multiple features and a stable platform that could grow with them over time.

 

GOAL

Implement a new, long-term digital solution that can grow with Microsoft Mobile’s expanding needs on social media to offer customers top-tier customer service

 

In 2014, Microsoft Mobile chose Lithium Social Web (LSW) primarily because they needed a tool that they could trust in terms of stable, scalable technology.

 

To be successful on social, brands need three elements:

1) Adequate tools/technologies

2) Seamless processes for handling customer feedback

3) A team of people who are trained in the brand’s internal voice, as they are the stars of the show

 

If one of those three elements is broken, the whole solution doesn’t work. With LSW, Microsoft Mobile is now confident in the technology piece and that the tool will continue to evolve as the social media industry changes.

 

LSW was implemented to provide social customer service across 100+ social media presences globally, in 24 languages with a 140+ staff working around the clock from 7 different locations. Our highly complex operation is coordinated by only four internal resources; Our LSW set up is one of the most complex of all Lithium clients,” said Delfin Vassallo, Social Media Operations Manager Europe at Microsoft.

 

Changes as a result of LSW implementation

 

Microsoft Mobile started this project with two Twitter handles in two languages and one Facebook page. Now with LSW, they are efficiently managing an entire expanded suite of social channels:

  • 66 Facebook pages
  • 34 Twitter handles
  • 7 contact centers (working around the clock to service customers in 24 languages)

 

To organize and coordinate all of these channels, personnel, languages, and time zones is quite complex, but the LSW platform allows Microsoft Mobile to do it seamlessly.

 

They are handling 230% more volume of cases than before the adoption of LSW, while only increasing headcount by 15%.

 

LSW has given Microsoft Mobile the immediate ability to manage the astonishingly fast increase in volume (on average 70k unique cases per month) while making teams more efficient and productive in order to meet the target response times.

 

One of the most noticeable impacts to the Microsoft Mobile organization is the development of their Social Care team. In 2013, the global team comprised 90 staff members. Now they are at 145 full-time social media agents plus team leaders, quality monitors, and trainers.

 

With the right technology now in place, Microsoft Mobile is able to focus on developing and growing a very well-curated hiring and training program. Their management team saw the opportunity and decided to prioritize it by investing in the right tools and the right team to make their social customer support program world-class.

 

They predicted social would be big, but not THIS big. Through Lithium analytics and reporting, the Microsoft Mobile leadership team has been able to validate that they made the right decision to invest in social. Therefore, they continue to support the growing Social Care program due to the impressive results.

 

From a cross-functional perspective, LSW has allowed Microsoft Mobile to optimize resources in smaller, typically budget-constrained markets. Marketing now provides the content and creativity, and the Social Care team handles the social presence. The result of multiple teams working through one tool is that the customer receives one single answer through one unified brand voice.

 

“We could handle a 230% 2013-14 YoY volume increase by only increasing 15% our staff,” said Delfin Vassallo, Social Media Operations Manager Europe at Microsoft.

 

Business results

 

The Microsoft Mobile customers immediately saw a change with LSW. The Social Care team was flooded with positive comments, thanking them for the competent and quick responses on social.

 

Microsoft Mobile was able to get back to the customer faster than they expect (as quick as 4 minutes with an average response time of 2 hours vs. the industry benchmark of 7 hours)-- and with a meaningful and complete answer to their problem.

 

“Customers are becoming more demanding on social channels. They ask a lot of support questions and express doubts about products/services, so the key for brands is to answer fast. That sounds pretty simple, but if you don’t have the right tools in place, you aren’t able to do that. LSW allows us to service our customers quickly and competently. Lithium continues to stay ahead of the game with regards to customer behaviors and demands." Delfin Vassallo, Social Media Operations Manager, Microsoft Mobile Europe

 

Microsoft Mobile is able to resolve 95% of cases in-channel on social, which means they rarely redirect customers to other assisted channels such as phone or chat. As a result, their volume has skyrocketed, because the more they answer customer inquiries quickly and efficiently, the more customers trust them and want to ask additional questions.

 

Microsoft Mobile customers’ satisfaction is the ultimate metric of success— Microsoft Mobile is thrilled to receive overwhelmingly positive sentiments, indicating that they are making a huge impact on customers.

 

In summary, Microsoft Mobile agents’ productivity increased as they are now able to handle more cases and faster:

  • First contact resolution rose to 95% (some languages keep a steady 100%)
  • Average case handling time went down from 20 minutes to 9mins
  • Response time was kept under 2 hours despite the overwhelming increase in demand.
  • The overall cost saving of handling more cases in social rather than in traditional assisted channels was around 80%

 

 

 

 

 

 


Company: Microsoft Mobile Microsoft logo.png

Entry submitted by: Delfin Vassallo (DJVassallo) Social Media Operations Manager

LSW social channels: Facebook- globalTwitter- global, plus local ones, in total 107 social presences managed

Lithy category: Support Savings MVP

 

Microsoft (Nasdaq “MSFT”) is the worldwide leader in software, services, devices and solutions that help people and businesses realize their full potential.

 

In 2012, Microsoft Mobile (Nokia at the time) had a presence in social media with Twitter and Facebook accounts; however, many of the cases went unanswered and unaddressed. This was simply because they were not listening on social due to having insufficient tools with their first vendor and an inadequate team to manage social care requests.

 

Microsoft Mobile needed to invest in and get serious about social—and fast. They switched to a second vendor from 2012-2013, but their solution was falling short and they needed to operationalize their Social Care Practice on a bigger scale. That was the tipping point.

 

In 2013, the business—now Microsoft Mobile after Nokia’s acquisition—launched a critical quest for a new digital solution that offered multiple features and a stable platform that could grow with them over time.

 

GOAL

Implement a new, long-term digital solution that can grow with Microsoft Mobile’s expanding needs on social media to offer customers top-tier customer service

 

In 2014, Microsoft Mobile chose Lithium Social Web (LSW) primarily because they needed a tool that they could trust in terms of stable, scalable technology.

 

To be successful on social, brands need three elements:

1) Adequate tools/technologies

2) Seamless processes for handling customer feedback

3) A team of people who are trained in the brand’s internal voice, as they are the stars of the show

 

If one of those three elements is broken, the whole solution doesn’t work. With LSW, Microsoft Mobile is now confident in the technology piece and that the tool will continue to evolve as the social media industry changes.

 

LSW was implemented to provide social customer service across 100+ social media presences globally, in 24 languages with a 140+ staff working around the clock from 7 different locations. Our highly complex operation is coordinated by only four internal resources; Our LSW set up is one of the most complex of all Lithium clients,” said Delfin Vassallo, Social Media Operations Manager Europe at Microsoft.

 

Changes as a result of LSW implementation

 

Microsoft Mobile started this project with two Twitter handles in two languages and one Facebook page. Now with LSW, they are efficiently managing an entire expanded suite of social channels:

  • 66 Facebook pages
  • 34 Twitter handles
  • 7 contact centers (working around the clock to service customers in 24 languages)

 

To organize and coordinate all of these channels, personnel, languages, and time zones is quite complex, but the LSW platform allows Microsoft Mobile to do it seamlessly.

 

They are handling 230% more volume of cases than before the adoption of LSW, while only increasing headcount by 15%.

 

LSW has given Microsoft Mobile the immediate ability to manage the astonishingly fast increase in volume (on average 70k unique cases per month) while making teams more efficient and productive in order to meet the target response times.

 

One of the most noticeable impacts to the Microsoft Mobile organization is the development of their Social Care team. In 2013, the global team comprised 90 staff members. Now they are at 145 full-time social media agents plus team leaders, quality monitors, and trainers.

 

With the right technology now in place, Microsoft Mobile is able to focus on developing and growing a very well-curated hiring and training program. Their management team saw the opportunity and decided to prioritize it by investing in the right tools and the right team to make their social customer support program world-class.

 

They predicted social would be big, but not THIS big. Through Lithium analytics and reporting, the Microsoft Mobile leadership team has been able to validate that they made the right decision to invest in social. Therefore, they continue to support the growing Social Care program due to the impressive results.

 

From a cross-functional perspective, LSW has allowed Microsoft Mobile to optimize resources in smaller, typically budget-constrained markets. Marketing now provides the content and creativity, and the Social Care team handles the social presence. The result of multiple teams working through one tool is that the customer receives one single answer through one unified brand voice.

 

“We could handle a 230% 2013-14 YoY volume increase by only increasing 15% our staff,” said Delfin Vassallo, Social Media Operations Manager Europe at Microsoft.

 

Business results

 

The Microsoft Mobile customers immediately saw a change with LSW. The Social Care team was flooded with positive comments, thanking them for the competent and quick responses on social.

 

Microsoft Mobile was able to get back to the customer faster than they expect (as quick as 4 minutes with an average response time of 2 hours vs. the industry benchmark of 7 hours)-- and with a meaningful and complete answer to their problem.

 

“Customers are becoming more demanding on social channels. They ask a lot of support questions and express doubts about products/services, so the key for brands is to answer fast. That sounds pretty simple, but if you don’t have the right tools in place, you aren’t able to do that. LSW allows us to service our customers quickly and competently. Lithium continues to stay ahead of the game with regards to customer behaviors and demands." Delfin Vassallo, Social Media Operations Manager, Microsoft Mobile Europe

 

Microsoft Mobile is able to resolve 95% of cases in-channel on social, which means they rarely redirect customers to other assisted channels such as phone or chat. As a result, their volume has skyrocketed, because the more they answer customer inquiries quickly and efficiently, the more customers trust them and want to ask additional questions.

 

Microsoft Mobile customers’ satisfaction is the ultimate metric of success— Microsoft Mobile is thrilled to receive overwhelmingly positive sentiments, indicating that they are making a huge impact on customers.

 

In summary, Microsoft Mobile agents’ productivity increased as they are now able to handle more cases and faster:

  • First contact resolution rose to 95% (some languages keep a steady 100%)
  • Average case handling time went down from 20 minutes to 9mins
  • Response time was kept under 2 hours despite the overwhelming increase in demand.
  • The overall cost saving of handling more cases in social rather than in traditional assisted channels was around 80%

 

 

 

 

 

 

Status:
2015 Lithy Submission

Lithys 2015: Telefonica O2 UK - Support Savings MV...

By JaniceK

Lithys 2015: Telefonica O2 UK - Support Savings MVP

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-18-2015 09:06 PM - edited ‎05-02-2016 04:44 PM

Company: Telefonica O2 UK Telefonica.png
Entry submitted by: Marjo Hallapera (marion101) Head of Community

Community: O2 UK Community (http://community.o2.co.uk/

Lithy category: Support Savings MVP

 

The O2 UK is a Telefónica-owned company, managing communities on an international scale in order to optimize and enhance the way in which brands interact and engage with their valued customers. One such community is O2 UK. With more than 20 million customers, O2 is one of the largest mobile telecommunications providers in the United Kingdom. It is supported by Telefónica whose strategy is to become the leading global communications company in the digital world with a goal of opening new pathways, which continue to transform possibilities into reality for their customers.

 

The O2 Community has gone from strength to strength in 2014, utilizing user-generated content (UGC) and site navigation in a number of ways to ensure our community content is as useful and cost-effective as possible.

 

Guides created by members on the O2 Community are consistently detailed, accurate and attract the trust of other members due to the supportive atmosphere encouraged and maintained by our Community Team. UGC is consistently useful for customer awareness and deflection to the 500,000+ unique users coming to our community every month.

 

Due to the high quality of the content created, we have begun to integrate it into our business on a wider scale. One guide for example is used for network self-diagnosis, a commonly queried issue in any telecoms company. This single community post, when used on Twitter, turns a normal 3-tweet customer interaction into a single tweet, attributing to a major cost savings per year. It frees the time up of many advisors, making them considerably more efficient. In 2015 we will repeat this process with a number of products and services, ensuring that our community content forms an even stronger base of knowledge. Below is a snippet of one of our great UGC pieces, with 280,500 views and constantly counting:

 

O2 chart 1.png

We welcome UGC in a number of forms. In 2014 alone, the community welcomed 47 video guides to be used by other customers. These video guides (including iPhone self-help, Operating System tutorials, etc.) have been created at absolutely no cost to O2, but can be used to help other customers as any professional video could – producing a single video elsewhere could otherwise cost the company $7k. This process also enables our customers to contribute to the business they use, and ultimately, to feel as valued as they truly are.

 

O2 chart 2.png

Due to the high volume of visits to certain pages on the community, such as details on services and products, they have attracted a high SEO value to the business. We have utilized this high volume by adding banners for other products within these community pages. This creates a huge amount of awareness for these products, as well as ensuring the community and its potential is tapped into as much as possible. This approach also mirrors in our OS and device announcements, where we often attract over 20,000 views to single update posts that are also shared across the web.

 

O2 chart 3.png

Finally, we have created a campaign within the community to help members to decide on which devices to purchase as a result of peer reviews. Try the Tech allows members to ‘borrow’ devices from us for a few weeks to test out. Every tester writes a thorough review and each content piece creates vibrant discussions about which devices to purchase. The quality of these reviews is so high that device manufacturers have reached out to us in order to gain high quality reviews on brand new devices that will increase sales. Testing and reviewing a device also gives the members more knowledge about the device itself and thus helps them out when offering advice to others on the community. Check out the link below for an example of the quality of content we attract.

 

Samsung Galaxy Note 4 review (TryThe Tech)

 

On top of all of these aspects of benefit the community provides for O2, the peer-to-peer advice concept methodology is ever-present, with members offering advice every day. The average response time on the community (when analyzing a full 24 hour cycle) is consistently under 300 minutes and often under 200 minutes, ensuring that any members who enter will have an answer quickly and efficiently. Our regular members are here each and every day, offering insights as well as advice. They have an online home in the community, which is easy to see when we consider that one of our more regular members posted more than 16,000 times in 2014.


Company: Telefonica O2 UK Telefonica.png
Entry submitted by: Marjo Hallapera (marion101) Head of Community

Community: O2 UK Community (http://community.o2.co.uk/

Lithy category: Support Savings MVP

 

The O2 UK is a Telefónica-owned company, managing communities on an international scale in order to optimize and enhance the way in which brands interact and engage with their valued customers. One such community is O2 UK. With more than 20 million customers, O2 is one of the largest mobile telecommunications providers in the United Kingdom. It is supported by Telefónica whose strategy is to become the leading global communications company in the digital world with a goal of opening new pathways, which continue to transform possibilities into reality for their customers.

 

The O2 Community has gone from strength to strength in 2014, utilizing user-generated content (UGC) and site navigation in a number of ways to ensure our community content is as useful and cost-effective as possible.

 

Guides created by members on the O2 Community are consistently detailed, accurate and attract the trust of other members due to the supportive atmosphere encouraged and maintained by our Community Team. UGC is consistently useful for customer awareness and deflection to the 500,000+ unique users coming to our community every month.

 

Due to the high quality of the content created, we have begun to integrate it into our business on a wider scale. One guide for example is used for network self-diagnosis, a commonly queried issue in any telecoms company. This single community post, when used on Twitter, turns a normal 3-tweet customer interaction into a single tweet, attributing to a major cost savings per year. It frees the time up of many advisors, making them considerably more efficient. In 2015 we will repeat this process with a number of products and services, ensuring that our community content forms an even stronger base of knowledge. Below is a snippet of one of our great UGC pieces, with 280,500 views and constantly counting:

 

O2 chart 1.png

We welcome UGC in a number of forms. In 2014 alone, the community welcomed 47 video guides to be used by other customers. These video guides (including iPhone self-help, Operating System tutorials, etc.) have been created at absolutely no cost to O2, but can be used to help other customers as any professional video could – producing a single video elsewhere could otherwise cost the company $7k. This process also enables our customers to contribute to the business they use, and ultimately, to feel as valued as they truly are.

 

O2 chart 2.png

Due to the high volume of visits to certain pages on the community, such as details on services and products, they have attracted a high SEO value to the business. We have utilized this high volume by adding banners for other products within these community pages. This creates a huge amount of awareness for these products, as well as ensuring the community and its potential is tapped into as much as possible. This approach also mirrors in our OS and device announcements, where we often attract over 20,000 views to single update posts that are also shared across the web.

 

O2 chart 3.png

Finally, we have created a campaign within the community to help members to decide on which devices to purchase as a result of peer reviews. Try the Tech allows members to ‘borrow’ devices from us for a few weeks to test out. Every tester writes a thorough review and each content piece creates vibrant discussions about which devices to purchase. The quality of these reviews is so high that device manufacturers have reached out to us in order to gain high quality reviews on brand new devices that will increase sales. Testing and reviewing a device also gives the members more knowledge about the device itself and thus helps them out when offering advice to others on the community. Check out the link below for an example of the quality of content we attract.

 

Samsung Galaxy Note 4 review (TryThe Tech)

 

On top of all of these aspects of benefit the community provides for O2, the peer-to-peer advice concept methodology is ever-present, with members offering advice every day. The average response time on the community (when analyzing a full 24 hour cycle) is consistently under 300 minutes and often under 200 minutes, ensuring that any members who enter will have an answer quickly and efficiently. Our regular members are here each and every day, offering insights as well as advice. They have an online home in the community, which is easy to see when we consider that one of our more regular members posted more than 16,000 times in 2014.

Status:
2015 Lithy Submission

Lithys 2015: Canon - Total Community All Star

By JaniceK

Company: Canon 

Entry submitted by: Patricia M. DiPasquale (pmdCanon) Sr. Manager, Digital Marketing Services

Community: Canon Community (community.usa.canon.com/)

LSW social channels: FacebookTwitter, Instagram 

Lithy category: Total Community All Star

 

Canon U.S.A., Inc., headquartered in Melville, New York, is a leading provider of consumer, business-to-business, and industrial digital imaging solutions to the United States and to Latin America and the Caribbean (excluding Mexico) markets.

 

With approximately $31 billion in global revenue, its parent company, Canon Inc. (NYSE:CAJ), ranks third overall in U.S. patents registered in 2014† and is one of Fortune Magazine’s World’s Most Admired Companies in 2015.

 

† Based on weekly patent counts issued by United States Patent and Trademark Office.

 

Our road to Lithium

 

The Canon approach to taking on new social platforms is that each has to meet objectives not already covered by other platforms, as well as being able to serve different audiences. There is crossover, of course, but there are unique characteristics as well.

 

Knowing that the conversation would go on with or without us, we decided to bring that conversation closer to home where we could be a part of it. We set out armed with a list of business objectives, criteria for success, and must-have requirements. After extensive research and comparing the features of available forum platforms, choosing the Lithium-powered Community was a no-brainer.

 

Of the seven business objectives set for our social platforms, the two main objectives we sought to fulfill with a forum were:

  • Support our customers and build brand loyalty
  • Gain customer insights & feedback

 

We don’t want to say that either of these are a problem, but the Forum was most certainly the solution. The Canon Community grew quickly, averaging well over 1,000 new members and over 200,000 unique visitors every month. Many answers come from the Community, but our Customer Support Center is there to fill in the gaps.

 

As one could imagine, having to moderate the Forum, Facebook, Twitter, YouTube, LinkedIn, Instagram and Vimeo for the wide range of Canon products, takes a lot of eyeballs and a variety of skillsets. However, once Lithium Social Web announced the inclusion of images as part of the moderation platform, we knew it would be the closest thing to a magic bullet that we could get.

 

Benefits of a Total Community

 

As stated earlier, LSW has transformed how our Customer Support Center operates. Previously, the forum was moderated by manually refreshing the page to review the latest posts. And rather than having to figure out where the last moderator left off via sticky notes and email, the tool clearly indicates where the next moderator can start his or her shift.

 

In regards to digital strategy, LSW allows for a more controlled social environment, meaning that there isn’t as much of a fear factor as there once was when introducing additional social platforms. The ability to moderate the Forum, Facebook and Twitter from a single location, have an automated workflow, and metrics that would satisfy the most finicky of analysts, truly made a difference for our Customer Support Center.

 

Every post made on the Community, Twitter or Facebook comes into LSW so the team can moderate, escalate, and assist as needed, ensuring that no posts are missed, and that the team can quickly act on trends. The moderators are also able to provide feedback on product complaints and work with product managers at Canon headquarters to help resolve customer issues as soon as a post is made. 

 

Total Community results

 

While we do not have specific numbers to share, implementing LSW has increased efficiency across the board. The only growth in Customer Support headcount has been when new social channels have been added to the mix. And not even in the quantity that was originally forecasted, which is a huge savings in what is possibly the most expensive cost factor: human resources.

 

The tool has also improved the moderation of specific hashtags and handles, making it easier to watch for tweets from specific individuals, as well as easily add new hashtags as we see something that needs to be monitored.

 

By using the filtering functionality, Customer Support is able to weed out tweets from spam-generating handles. This has ensured that the moderators are viewing relevant customer interactions rather than spending time closing out spam.

 

Lastly, the metrics coming out of LSW have allowed the Customer Support Center to get real insight into the productivity of moderators in a way that they haven't been able to before. This information has been useful for providing a good baseline to create future performance goals for the moderators as well as to schedule staff adequately in the present.

 

We have received positive feedback from our Customer Support Center, which gives us the affirmation that our solution is working, internally and externally. Here's an example of the feedback we recently received from our Customer Support Center:

 

We're really happy with LSW and the support team at Lithium.  

I wish we had some way to compare pre-LSW to now.  Getting LSW is like going from filling out stacks of paper forms to getting a computer and doing everything electronically; it's such an improvement.  We previously had to record every fan interaction manually (name, date, comment, platform, etc.).  Now, everything is done in a few mouse clicks.  It's honestly made a huge difference in our productivity and has allowed us to concentrate on fan interaction instead of record keeping.

 

 

 

 


Company: Canon 

Entry submitted by: Patricia M. DiPasquale (pmdCanon) Sr. Manager, Digital Marketing Services

Community: Canon Community (community.usa.canon.com/)

LSW social channels: FacebookTwitter, Instagram 

Lithy category: Total Community All Star

 

Canon U.S.A., Inc., headquartered in Melville, New York, is a leading provider of consumer, business-to-business, and industrial digital imaging solutions to the United States and to Latin America and the Caribbean (excluding Mexico) markets.

 

With approximately $31 billion in global revenue, its parent company, Canon Inc. (NYSE:CAJ), ranks third overall in U.S. patents registered in 2014† and is one of Fortune Magazine’s World’s Most Admired Companies in 2015.

 

† Based on weekly patent counts issued by United States Patent and Trademark Office.

 

Our road to Lithium

 

The Canon approach to taking on new social platforms is that each has to meet objectives not already covered by other platforms, as well as being able to serve different audiences. There is crossover, of course, but there are unique characteristics as well.

 

Knowing that the conversation would go on with or without us, we decided to bring that conversation closer to home where we could be a part of it. We set out armed with a list of business objectives, criteria for success, and must-have requirements. After extensive research and comparing the features of available forum platforms, choosing the Lithium-powered Community was a no-brainer.

 

Of the seven business objectives set for our social platforms, the two main objectives we sought to fulfill with a forum were:

  • Support our customers and build brand loyalty
  • Gain customer insights & feedback

 

We don’t want to say that either of these are a problem, but the Forum was most certainly the solution. The Canon Community grew quickly, averaging well over 1,000 new members and over 200,000 unique visitors every month. Many answers come from the Community, but our Customer Support Center is there to fill in the gaps.

 

As one could imagine, having to moderate the Forum, Facebook, Twitter, YouTube, LinkedIn, Instagram and Vimeo for the wide range of Canon products, takes a lot of eyeballs and a variety of skillsets. However, once Lithium Social Web announced the inclusion of images as part of the moderation platform, we knew it would be the closest thing to a magic bullet that we could get.

 

Benefits of a Total Community

 

As stated earlier, LSW has transformed how our Customer Support Center operates. Previously, the forum was moderated by manually refreshing the page to review the latest posts. And rather than having to figure out where the last moderator left off via sticky notes and email, the tool clearly indicates where the next moderator can start his or her shift.

 

In regards to digital strategy, LSW allows for a more controlled social environment, meaning that there isn’t as much of a fear factor as there once was when introducing additional social platforms. The ability to moderate the Forum, Facebook and Twitter from a single location, have an automated workflow, and metrics that would satisfy the most finicky of analysts, truly made a difference for our Customer Support Center.

 

Every post made on the Community, Twitter or Facebook comes into LSW so the team can moderate, escalate, and assist as needed, ensuring that no posts are missed, and that the team can quickly act on trends. The moderators are also able to provide feedback on product complaints and work with product managers at Canon headquarters to help resolve customer issues as soon as a post is made. 

 

Total Community results

 

While we do not have specific numbers to share, implementing LSW has increased efficiency across the board. The only growth in Customer Support headcount has been when new social channels have been added to the mix. And not even in the quantity that was originally forecasted, which is a huge savings in what is possibly the most expensive cost factor: human resources.

 

The tool has also improved the moderation of specific hashtags and handles, making it easier to watch for tweets from specific individuals, as well as easily add new hashtags as we see something that needs to be monitored.

 

By using the filtering functionality, Customer Support is able to weed out tweets from spam-generating handles. This has ensured that the moderators are viewing relevant customer interactions rather than spending time closing out spam.

 

Lastly, the metrics coming out of LSW have allowed the Customer Support Center to get real insight into the productivity of moderators in a way that they haven't been able to before. This information has been useful for providing a good baseline to create future performance goals for the moderators as well as to schedule staff adequately in the present.

 

We have received positive feedback from our Customer Support Center, which gives us the affirmation that our solution is working, internally and externally. Here's an example of the feedback we recently received from our Customer Support Center:

 

We're really happy with LSW and the support team at Lithium.  

I wish we had some way to compare pre-LSW to now.  Getting LSW is like going from filling out stacks of paper forms to getting a computer and doing everything electronically; it's such an improvement.  We previously had to record every fan interaction manually (name, date, comment, platform, etc.).  Now, everything is done in a few mouse clicks.  It's honestly made a huge difference in our productivity and has allowed us to concentrate on fan interaction instead of record keeping.

 

 

 

 

Status:
2015 Lithy Submission

Lithys 2015: Indosat - Marketing Champion

By JaniceK

Lithys 2015: Indosat - Marketing Champion

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-22-2015 04:17 PM - edited ‎04-23-2015 08:51 PM

Company: Indosat 
Entry submitted by: Ghina Aliya (GhinaAliya) Community Manager, Forum ICITY

Community: Forum ICITY (http://icity.indosat.com

Lithy category: Marketing Champion

 

Indosat Tbk is a leading telecommunication and information service provider in Indonesia that provides cellular of prepaid services (Mentari and IM3) and postpaid services (Matrix), 3G services using HSDPA-technology, fixed data services including Multimedia, Internet & Data Communication Services (MIDI) and fixed voice (fixed telecommunication) services including IDD services and fixed wireless services. PT Indosat Tbk was established by the Indonesian Government on November 20, 1967 and now part of Ooreedoo Group (Formerly Qtel Group).

 

Forum ICITY (formerly Ngobrol Bareng) launched 3 years ago and known as “Indonesian 1st Crowdsolution Forum”. We utilizes Lithium platform to take Indosat customer experience to the next level. We empower our Community members to be powerful advocates for us. More than just awareness and advocacy, we were bond in the same passion, the joy of being part of Indosat Community.

 

On March 2015 ICITY has gained more than 20.000 members, more than 115.000 postings, over than 9 million pageviews and 2.500 questions that have received a resolution or answer in the community. These valuable answers have received 2. 431.002 views resulting in direct deflections and support cost savings.

 

Duta IM3 and Indosat Blackberry Community are former community members whom presence trigger others to join and participate on the forum discussion. Potential influencers that reach diverse segmentation, from youth to more mature audience.

 

Our marketing campaign

 

Welcoming Ramadan-holy fasting month for moslems worldwide- in Indonesia, on June 2014 Indosat launch “IM3 Play 24 Jam” Campaign which gave more benefits to customers such as free Calls and SMS for 24 Hours. To leverage community word of mouth toward this new service, we initiate Takjil24 program in 10 areas (smaller version of Indosat region).

 

The objectives are to empower Duta IM3-Indosat youth brand ambassador-on becoming powerful advocates also utilize Forum ICITY and social media to spread the stories. Beside online buzz, we gave more advantage to the surrounding communities through this program.

 

Date: July 19 2014 (simultaneously across Indonesia)

Time: 5-5.24 PM (local time)

Participant: Maximum 5 groups/Area (5 Duta IM3 per group)

 

To make it more fun, we launch missions for DUTA IM3 with Takjil24 as the 1st assignment. Advocacy “IM3 Play 24 Campaign” is the main focus while distributing takjil (snacks for Muslims to break their fast) to the surrounding communities in their own creative ways. 5 best groups will get top up on their balance also shopping vouchers.

 

The participants needed to upload:

  • Posts on ICITY, Sub Category Sahabat IM3
  • Tweets
  • Youtube Videos (max 4 minutes)
  • All using #IM3Play24Jam #Takjil24 #DutaIM3 #GroupName hashtags

 

Results of our campaign

 

The stories about our new “IM3 Play 24 Jam” product spread out widely

  • 37 groups (185 DUTA IM3) all across Indonesia were joined

  • 11,000 views on ICITY posts related to this mission
  • 1,600,000 impressions on Twitter, 700.000 accounts reached
  • 33,000 views on Youtube
  • More coverage on local electronic and online media

Videos:

https://www.youtube.com/watch?t=45&v=DdAWRYNIJhA

https://youtu.be/dIKI567PwhE

https://youtu.be/r8NBon8HdlY


Company: Indosat 
Entry submitted by: Ghina Aliya (GhinaAliya) Community Manager, Forum ICITY

Community: Forum ICITY (http://icity.indosat.com

Lithy category: Marketing Champion

 

Indosat Tbk is a leading telecommunication and information service provider in Indonesia that provides cellular of prepaid services (Mentari and IM3) and postpaid services (Matrix), 3G services using HSDPA-technology, fixed data services including Multimedia, Internet & Data Communication Services (MIDI) and fixed voice (fixed telecommunication) services including IDD services and fixed wireless services. PT Indosat Tbk was established by the Indonesian Government on November 20, 1967 and now part of Ooreedoo Group (Formerly Qtel Group).

 

Forum ICITY (formerly Ngobrol Bareng) launched 3 years ago and known as “Indonesian 1st Crowdsolution Forum”. We utilizes Lithium platform to take Indosat customer experience to the next level. We empower our Community members to be powerful advocates for us. More than just awareness and advocacy, we were bond in the same passion, the joy of being part of Indosat Community.

 

On March 2015 ICITY has gained more than 20.000 members, more than 115.000 postings, over than 9 million pageviews and 2.500 questions that have received a resolution or answer in the community. These valuable answers have received 2. 431.002 views resulting in direct deflections and support cost savings.

 

Duta IM3 and Indosat Blackberry Community are former community members whom presence trigger others to join and participate on the forum discussion. Potential influencers that reach diverse segmentation, from youth to more mature audience.

 

Our marketing campaign

 

Welcoming Ramadan-holy fasting month for moslems worldwide- in Indonesia, on June 2014 Indosat launch “IM3 Play 24 Jam” Campaign which gave more benefits to customers such as free Calls and SMS for 24 Hours. To leverage community word of mouth toward this new service, we initiate Takjil24 program in 10 areas (smaller version of Indosat region).

 

The objectives are to empower Duta IM3-Indosat youth brand ambassador-on becoming powerful advocates also utilize Forum ICITY and social media to spread the stories. Beside online buzz, we gave more advantage to the surrounding communities through this program.

 

Date: July 19 2014 (simultaneously across Indonesia)

Time: 5-5.24 PM (local time)

Participant: Maximum 5 groups/Area (5 Duta IM3 per group)

 

To make it more fun, we launch missions for DUTA IM3 with Takjil24 as the 1st assignment. Advocacy “IM3 Play 24 Campaign” is the main focus while distributing takjil (snacks for Muslims to break their fast) to the surrounding communities in their own creative ways. 5 best groups will get top up on their balance also shopping vouchers.

 

The participants needed to upload:

  • Posts on ICITY, Sub Category Sahabat IM3
  • Tweets
  • Youtube Videos (max 4 minutes)
  • All using #IM3Play24Jam #Takjil24 #DutaIM3 #GroupName hashtags

 

Results of our campaign

 

The stories about our new “IM3 Play 24 Jam” product spread out widely

  • 37 groups (185 DUTA IM3) all across Indonesia were joined

  • 11,000 views on ICITY posts related to this mission
  • 1,600,000 impressions on Twitter, 700.000 accounts reached
  • 33,000 views on Youtube
  • More coverage on local electronic and online media

Videos:

https://www.youtube.com/watch?t=45&v=DdAWRYNIJhA

https://youtu.be/dIKI567PwhE

https://youtu.be/r8NBon8HdlY

Status:
2015 Lithy Submission

Lithys 2015: TELUS - Total Community All Star

By JaniceK

Company: TELUS 

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

Community: TELUS Neighbourhood (forum.telus.com

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

Lithy category: Total Community All Star

 

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

 

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

 

Benefits of a Total Community

 

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

 

Our Total Community results

 

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

 

 

 

 


Company: TELUS 

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

Community: TELUS Neighbourhood (forum.telus.com

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

Lithy category: Total Community All Star

 

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

 

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

 

Benefits of a Total Community

 

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

 

Our Total Community results

 

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

 

 

 

 

Status:
2015 Lithy Submission

Lithys 2015: Orange Spain - Support Savings MVP

By JaniceK

Lithys 2015: Orange Spain - Support Savings MVP

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-18-2015 08:42 PM - edited ‎05-02-2016 04:42 PM

Company: Orange Spain  Orange logo.png
Entry submitted by: Santiago Martín Martín (tiako) Social Support Manager

Community: Comunidad Orange (https://comunidad.orange.es) and La Comunidad amena.com (https://comunidad.amena.com)

Lithy category: Support Savings MVP

 

Orange Espagne SAU is one of the biggest telecom companies in Spain with almost 15 million of customers. It is part of Orange Group and operates with three brands in the Spanish market: Orange, amena.com and Simyo.

 

In 2014, Orange Spain took the decision to take a big step in the social support of our customers. Lithium applications were a key enabler and platform for the execution of this new strategy.

 

The cornerstone of this strategy has been the launch of new communities, in our two brands (Orange and Amena.com) as a new space of conversation and help among our customers.

 

Our main business goal has been call deflection with a big focus in superusers cultivation program (see Marketing champion Orange Spain application). We have used extensively gamification facilities of Lithium community to get our superusers to create a big amount of solutions to other customers issues.

 

Orange chart 7.png

 

Orange Spain community replaced our old forums and it proved essential to not losing SEO positioning of main threads thanks to the easy and proper migration process.

 

Besides, we decided to put in place a new social customer support model, mainly in Facebook and Twitter, focusing on customer satisfaction, resolution and response time.

 

LSW has helped us to build this new model and to get the highest performance of our support and comms teams. We have made extensive usage of tagging, queuing and reporting facilities of the application, getting the better efficiency of our agents who only have to be focused in solving our customer request and incidents.

 

Our customer care organization changes as a result of cost reductions with Community and LSW

 

All the activity in communities and social media channels is managed by two different areas of the company: Comms and Customer Support, with more than 50 people conversing with our customers.

In telco industry, main part or social activity is about customers asking support. It is a big challenge to be able to build a model that integrates social support seamlessly in the whole customer support processes.

 

LSW has allowed us to organize tasks and people and get the most of everyone. We have been able to integrate the work of community managers, support agents, web advisors and community moderators. All they know who is the responsible to answer any tweet or post coming to our social accounts thanks to the queues and rules that we have built over LSW.

 

We are proud of our highly motivated and skilled teams!! 

Orange chart 8.jpg

Our business results

 

Regarding communities, we have got 300k monthly visits. Mainly, these visits are coming to communities to solve any doubt or problem. We have found that 27% of visitors surveyed, say that they get their problem solved in their visit, so we are saving costs consistently: around 500k euros at year.

 

We are very happy also with the contribution to the community of our superusers: 56% of topics of the last month, got a solution by one of them.

 

Regarding social media, Facebook and Twitter, we are very proud of achieving our goals of response time and customer satisfaction: we answer 90% of posts in our SLA time (2 hours), and we got 80% of customer satisfaction in these interactions.

 

These indicators have put us consistently in the top-5 of most socially devoted brands in Spain on Facebook, month by month, according to Social Bakers ranking

 

 Orange chart 9.jpg

 

 


Company: Orange Spain  Orange logo.png
Entry submitted by: Santiago Martín Martín (tiako) Social Support Manager

Community: Comunidad Orange (https://comunidad.orange.es) and La Comunidad amena.com (https://comunidad.amena.com)

Lithy category: Support Savings MVP

 

Orange Espagne SAU is one of the biggest telecom companies in Spain with almost 15 million of customers. It is part of Orange Group and operates with three brands in the Spanish market: Orange, amena.com and Simyo.

 

In 2014, Orange Spain took the decision to take a big step in the social support of our customers. Lithium applications were a key enabler and platform for the execution of this new strategy.

 

The cornerstone of this strategy has been the launch of new communities, in our two brands (Orange and Amena.com) as a new space of conversation and help among our customers.

 

Our main business goal has been call deflection with a big focus in superusers cultivation program (see Marketing champion Orange Spain application). We have used extensively gamification facilities of Lithium community to get our superusers to create a big amount of solutions to other customers issues.

 

Orange chart 7.png

 

Orange Spain community replaced our old forums and it proved essential to not losing SEO positioning of main threads thanks to the easy and proper migration process.

 

Besides, we decided to put in place a new social customer support model, mainly in Facebook and Twitter, focusing on customer satisfaction, resolution and response time.

 

LSW has helped us to build this new model and to get the highest performance of our support and comms teams. We have made extensive usage of tagging, queuing and reporting facilities of the application, getting the better efficiency of our agents who only have to be focused in solving our customer request and incidents.

 

Our customer care organization changes as a result of cost reductions with Community and LSW

 

All the activity in communities and social media channels is managed by two different areas of the company: Comms and Customer Support, with more than 50 people conversing with our customers.

In telco industry, main part or social activity is about customers asking support. It is a big challenge to be able to build a model that integrates social support seamlessly in the whole customer support processes.

 

LSW has allowed us to organize tasks and people and get the most of everyone. We have been able to integrate the work of community managers, support agents, web advisors and community moderators. All they know who is the responsible to answer any tweet or post coming to our social accounts thanks to the queues and rules that we have built over LSW.

 

We are proud of our highly motivated and skilled teams!! 

Orange chart 8.jpg

Our business results

 

Regarding communities, we have got 300k monthly visits. Mainly, these visits are coming to communities to solve any doubt or problem. We have found that 27% of visitors surveyed, say that they get their problem solved in their visit, so we are saving costs consistently: around 500k euros at year.

 

We are very happy also with the contribution to the community of our superusers: 56% of topics of the last month, got a solution by one of them.

 

Regarding social media, Facebook and Twitter, we are very proud of achieving our goals of response time and customer satisfaction: we answer 90% of posts in our SLA time (2 hours), and we got 80% of customer satisfaction in these interactions.

 

These indicators have put us consistently in the top-5 of most socially devoted brands in Spain on Facebook, month by month, according to Social Bakers ranking

 

 Orange chart 9.jpg

 

 

Status:
2015 Lithy Submission

Lithys 2015: Vodafone Espana - Support Savings MVP

By JaniceK

Lithys 2015: Vodafone Espana - Support Savings MVP

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-13-2015 01:20 PM - edited ‎05-02-2016 04:49 PM

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

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

Lithy category: Support Savings MVP

 

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

 

Throughout the rankings and roles program, Vodafone Europe has been unique in applying customized loyalty programs focused on the use of our platform. We leverage personalized emails, depending on the number of registrations, use, frequency, and proficiency of Lithium features.

 

The complaints department bases their strategy upon our top terms queries from Lithium. We provide our complaints team with a list of terms frequently used on our eForum to give them a heads up on the complaints that they will receive that week. They proactively discuss with the appropriate departments related to those issues, and they search for the correct answers to provide customers in a timely fashion.


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

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

Lithy category: Support Savings MVP

 

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

 

Throughout the rankings and roles program, Vodafone Europe has been unique in applying customized loyalty programs focused on the use of our platform. We leverage personalized emails, depending on the number of registrations, use, frequency, and proficiency of Lithium features.

 

The complaints department bases their strategy upon our top terms queries from Lithium. We provide our complaints team with a list of terms frequently used on our eForum to give them a heads up on the complaints that they will receive that week. They proactively discuss with the appropriate departments related to those issues, and they search for the correct answers to provide customers in a timely fashion.

Status:
2015 Lithy Submission

Lithys 2015: Telstra - Total Community All Star

By JaniceK

Lithys 2015: Telstra - Total Community All Star

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

Company: Telstra 

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

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

Lithy category: Total Community All Star

 

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

 

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

 

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

 

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

 

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

 

CrowdSupport®

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

 

Store Locator & Community – Unlocking Omni-Channel

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

 

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

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

 

CrowdSupport Live – Taking community real-time

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

 

Klout Integration– A global first

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

 

 

 

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

 

Peer Support

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

 

A step change in Customer Help & Support

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

 

Digital Customer Care – Total visibility

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

 

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

 

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

 

Lithium Social Web – the game changer

 

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

 

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

 

Adoption of the Lithium Social Web was the right solution.

 

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

 

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

 

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

 

What’s next?

 

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

 

At Telstra, we believe that in the next five years

 

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

 

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

 

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

 

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

 

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

 

In closing....

 

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

 

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

 

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

 

 

Appendix: Telstra communities

 

 

 


Company: Telstra 

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

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

Lithy category: Total Community All Star

 

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

 

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

 

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

 

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

 

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

 

CrowdSupport®

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

 

Store Locator & Community – Unlocking Omni-Channel

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

 

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

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

 

CrowdSupport Live – Taking community real-time

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

 

Klout Integration– A global first

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

 

 

 

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

 

Peer Support

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

 

A step change in Customer Help & Support

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

 

Digital Customer Care – Total visibility

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

 

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

 

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

 

Lithium Social Web – the game changer

 

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

 

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

 

Adoption of the Lithium Social Web was the right solution.

 

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

 

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

 

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

 

What’s next?

 

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

 

At Telstra, we believe that in the next five years

 

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

 

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

 

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

 

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

 

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

 

In closing....

 

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

 

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

 

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

 

 

Appendix: Telstra communities

 

 

 

Status:
2015 Lithy Submission

Lithys 2015: Vodafone UK - Social ROI Titan

By JaniceK

Company: Vodafone UK 

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

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

Lithy category: Social ROI Titan

 

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

 

Primary Objectives for 2014

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

 

Improve deflection from assisted service channels [Calls, LiveChat]

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

 

How we achieved this:

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

 

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

 

Improve commercial leads

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

 

How we achieved this:

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

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

 

Increase community engagement

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

 

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

Number of Posts

354

Total Posts Read

14050

Gross Thanks Given

127

Gross Thanks Received

496

Total Minutes Online

6778

Accepted Solutions

11

Total Sign ins

439

 

How we achieved this:

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

Additional business results

 

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

 

3 months before

3 months after

Topics

4,466

5,590

Replies

28,777 [6.4 Replies per Topic]

35,319 [6.3 Replies per Topic]

Kudos

16,540 [3.7 Kudos per Topic]

19,845 [3.6 Kudos per Topic]

Solutions

588 [0.1 Solutions per Topic]

634 [0.1 Solutions per Topic]

Total Tagged Messages

928

978

                       

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

 

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

 

 


Company: Vodafone UK 

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

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

Lithy category: Social ROI Titan

 

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

 

Primary Objectives for 2014

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

 

Improve deflection from assisted service channels [Calls, LiveChat]

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

 

How we achieved this:

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

 

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

 

Improve commercial leads

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

 

How we achieved this:

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

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

 

Increase community engagement

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

 

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

Number of Posts

354

Total Posts Read

14050

Gross Thanks Given

127

Gross Thanks Received

496

Total Minutes Online

6778

Accepted Solutions

11

Total Sign ins

439

 

How we achieved this:

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

Additional business results

 

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

 

3 months before

3 months after

Topics

4,466

5,590

Replies

28,777 [6.4 Replies per Topic]

35,319 [6.3 Replies per Topic]

Kudos

16,540 [3.7 Kudos per Topic]

19,845 [3.6 Kudos per Topic]

Solutions

588 [0.1 Solutions per Topic]

634 [0.1 Solutions per Topic]

Total Tagged Messages

928

978

                       

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

 

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

 

 

Status:
2015 Lithy Submission

Lithys 2015: Vodafone Turkey - Support Savings MVP

By JaniceK

Lithys 2015: Vodafone Turkey - Support Savings MVP

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-28-2015 11:05 PM - edited ‎05-02-2016 04:26 PM

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

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

Lithy category: Support Savings MVP

 

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

 

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

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

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

 

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

 

Vodafone Turkey 4.png

 

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

 

Meet HamdullahH

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

 

Meet ZeynepK 

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

 

Meet SeckinK

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

 

Vodafone Turkey 5.jpg

 

Transferring support savings to e-commerce activities

 

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

 

Our business results

 

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

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

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

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

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

 

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

 

Vodafone Turkey 6.jpg

 

 


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

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

Lithy category: Support Savings MVP

 

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

 

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

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

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

 

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

 

Vodafone Turkey 4.png

 

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

 

Meet HamdullahH

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

 

Meet ZeynepK 

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

 

Meet SeckinK

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

 

Vodafone Turkey 5.jpg

 

Transferring support savings to e-commerce activities

 

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

 

Our business results

 

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

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

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

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

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

 

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

 

Vodafone Turkey 6.jpg

 

 

Status:
2015 Lithy Submission

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

By JaniceK

Lithys 2015: Vodafone Espana - Excellence in Customer Satisfaction

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-13-2015 01:08 PM - edited ‎04-18-2015 02:21 PM

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

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

Lithy category: Excellence in Customer Satisfaction

 

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

 

Our most important customer satisfaction initiatives are:

1) NPS

2) Resolution rate

3) Customer experience program

 

Our challenge that we were looking to solve via our Lithium implementation was to reduce calls through social media support. 6,000 interactions on our Lithium eForum per month reduced 50,000 customer service calls on Vodafone's customer service platform!

 

Additional results:

  • 2% savings in customer service calls
  • 20 points of increase in NPS
  • 30 points of increase in resolution rate
  • 100 points of increase in CHI score

 


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

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

Lithy category: Excellence in Customer Satisfaction

 

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

 

Our most important customer satisfaction initiatives are:

1) NPS

2) Resolution rate

3) Customer experience program

 

Our challenge that we were looking to solve via our Lithium implementation was to reduce calls through social media support. 6,000 interactions on our Lithium eForum per month reduced 50,000 customer service calls on Vodafone's customer service platform!

 

Additional results:

  • 2% savings in customer service calls
  • 20 points of increase in NPS
  • 30 points of increase in resolution rate
  • 100 points of increase in CHI score

 

Status:
2015 Lithy Submission

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

By JaniceK

Lithys 2015: HP - Most Creative Community Promotion or Launch

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-27-2015 10:48 PM - edited ‎05-02-2016 06:38 PM

Company: HP HP logo.png

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

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

Lithy category: Most Creative  Community Promotion or Launch

 

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

 

The goal of our Community promotion

HP 1.png

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

 

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

 

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

 

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

 

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

 

HP 2.jpg

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

 

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

 

The results

 

HP Expert Days impact every community metric tracked.

 

HP 3.png

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

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

 

Here are some other comments community members made:

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

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

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

 

Our video

 

 


Company: HP HP logo.png

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

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

Lithy category: Most Creative  Community Promotion or Launch

 

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

 

The goal of our Community promotion

HP 1.png

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

 

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

 

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

 

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

 

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

 

HP 2.jpg

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

 

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

 

The results

 

HP Expert Days impact every community metric tracked.

 

HP 3.png

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

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

 

Here are some other comments community members made:

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

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

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

 

Our video

 

 

Status:
2015 Lithy Submission

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

By JaniceK

Lithys 2015: Autodesk - Most Creative Community Promotion or Launch

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-28-2015 10:13 PM - edited ‎05-02-2016 06:46 PM

Company: Autodesk Autodesk logo.png

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

Community: Autodesk Community (Forums.autodesk.com)

Lithy category: Most Creative Community Promotion or Launch 

 

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

 

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

 

Autodesk Drives Customer Loyalty with Collaborative and Proactive Community

 

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

 

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

 

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

 

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

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

 

Expert Elite:

 

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

 

Autodesk 1.png

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

 

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

 

Autodesk 2.png

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

 

Autodesk 3.jpg

Autodesk Help Webinars:

 

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

 

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

 

Autodesk 4.png

Innovating with success measurement - The Gratitude Index:

 

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

 

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

 

It's Working:

 

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

 

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

 

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

 

Autodesk 5.jpg

 

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

 

Here's the video that accompanied this prestigious win:

 

(view in My Videos)

 


Company: Autodesk Autodesk logo.png

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

Community: Autodesk Community (Forums.autodesk.com)

Lithy category: Most Creative Community Promotion or Launch 

 

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

 

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

 

Autodesk Drives Customer Loyalty with Collaborative and Proactive Community

 

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

 

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

 

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

 

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

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

 

Expert Elite:

 

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

 

Autodesk 1.png

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

 

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

 

Autodesk 2.png

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

 

Autodesk 3.jpg

Autodesk Help Webinars:

 

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

 

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

 

Autodesk 4.png

Innovating with success measurement - The Gratitude Index:

 

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

 

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

 

It's Working:

 

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

 

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

 

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

 

Autodesk 5.jpg

 

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

 

Here's the video that accompanied this prestigious win:

 

(view in My Videos)

 

Status:
2015 Lithy Submission

Lithys 2015: Vodafone New Zealand - Support Saving...

By JaniceK

Lithys 2015: Vodafone New Zealand - Support Savings MVP

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-25-2015 05:23 PM - edited ‎05-02-2016 04:43 PM

Company: Vodafone New Zealand Ltd Vodafone logo.png

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

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

Lithy category: Support Savings MVP

 

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

 

Our customer care business goals

 

Our core goal is to deflect customer call by either providing a dialogue and answer online or provide contextual links to relevant content that may also answer the question. So, we have implemented a programme of work to integrate FAQs (from RightNow) as well as User Guides (from World Manuals) in context in topics to draw customers to quick answers. Additionally, we have created sticky posts to sit at the top of topics to answer the most common questions. Finally, we have have embedded video content into topics and answers for the same reasons as above.

 

The changes we implemented

 

We have now provided prominent links and promotions from our most common service touchpoints to direct customers to the Community – on web, mobile and through Social Media such as Facebook and Twitter.

 

Our business results

 

Using the formula of Unique visitors X resolution rate X deflection rate X cost per call, supported by data from an online survey with a strong sample size, we have been able to prove cost savings of more than NZ $3 million over a 2-year period, we’re expecting in year 3 to further show an increased deflection rate through provision of further self-help content and tools.


Company: Vodafone New Zealand Ltd Vodafone logo.png

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

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

Lithy category: Support Savings MVP

 

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

 

Our customer care business goals

 

Our core goal is to deflect customer call by either providing a dialogue and answer online or provide contextual links to relevant content that may also answer the question. So, we have implemented a programme of work to integrate FAQs (from RightNow) as well as User Guides (from World Manuals) in context in topics to draw customers to quick answers. Additionally, we have created sticky posts to sit at the top of topics to answer the most common questions. Finally, we have have embedded video content into topics and answers for the same reasons as above.

 

The changes we implemented

 

We have now provided prominent links and promotions from our most common service touchpoints to direct customers to the Community – on web, mobile and through Social Media such as Facebook and Twitter.

 

Our business results

 

Using the formula of Unique visitors X resolution rate X deflection rate X cost per call, supported by data from an online survey with a strong sample size, we have been able to prove cost savings of more than NZ $3 million over a 2-year period, we’re expecting in year 3 to further show an increased deflection rate through provision of further self-help content and tools.

Status:
2015 Lithy Submission

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

By JaniceK

Lithys 2015: giffgaff - Most Creative Community Promotion or Launch

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-27-2015 10:23 PM - edited ‎05-02-2016 07:12 PM

Company: giffgafflogologo

Entry submitted by: Gregg Baker (greggHead of Community

Community: giffgaff Community (http://community.giffgaff.com)

Lithy category: Most Creative Community Promotion or Launch

 

giffgaff founded 5 years ago and known as “the mobile network run by you”, utilizes Lithium to provide a first class experience for our members. We don’t have call centers, high street stores or any of those expensive things, instead we are online only and pass on the savings to our members.

 

The goal of our Community promotion

 

The goal was based around loyalty. Rewarding the passion and effort from our members, positive reinforcement for other members to follow and a genuine thank you to our amazing community.

 

Our promotion strategy

 

Each year we look to acknowledge the outstanding efforts within our community, so we began an annual event known as “The GAFFTAs”. The GAFFTAs see members nominate other members for certain categories (such as most helpful, most welcoming, etc) and then a panel of judges from the Community will review these to determine the winner. This year we wanted to make this extra special so took it to the road, hand delivering the awards to the winners with a custom performance from two amazing performers – singing songs adapted for the winning members.

 

The results

 

It is hard to measure the quantitative value of an initiative like this. Qualitatively, it helped reinforce our values, it rewarded amazing members and kept them engaged, it empowered other members to be a part of the whole activity and it made our members feel even more special. That probably translates well when considering retention, life time value, loyalty, etc. Participation in the whole thing was strong, with 100s of nominations, 1000s of votes and lots of members getting involved in the whole thing.

 

Our video

 

 


Company: giffgafflogologo

Entry submitted by: Gregg Baker (greggHead of Community

Community: giffgaff Community (http://community.giffgaff.com)

Lithy category: Most Creative Community Promotion or Launch

 

giffgaff founded 5 years ago and known as “the mobile network run by you”, utilizes Lithium to provide a first class experience for our members. We don’t have call centers, high street stores or any of those expensive things, instead we are online only and pass on the savings to our members.

 

The goal of our Community promotion

 

The goal was based around loyalty. Rewarding the passion and effort from our members, positive reinforcement for other members to follow and a genuine thank you to our amazing community.

 

Our promotion strategy

 

Each year we look to acknowledge the outstanding efforts within our community, so we began an annual event known as “The GAFFTAs”. The GAFFTAs see members nominate other members for certain categories (such as most helpful, most welcoming, etc) and then a panel of judges from the Community will review these to determine the winner. This year we wanted to make this extra special so took it to the road, hand delivering the awards to the winners with a custom performance from two amazing performers – singing songs adapted for the winning members.

 

The results

 

It is hard to measure the quantitative value of an initiative like this. Qualitatively, it helped reinforce our values, it rewarded amazing members and kept them engaged, it empowered other members to be a part of the whole activity and it made our members feel even more special. That probably translates well when considering retention, life time value, loyalty, etc. Participation in the whole thing was strong, with 100s of nominations, 1000s of votes and lots of members getting involved in the whole thing.

 

Our video

 

 

Status:
2015 Lithy Submission

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

By JaniceK

Company: Leroy Merlin Espana Leroy Merlin logo.png

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

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

LSW social channels: 

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

https://twitter.com/leroymerlin_es

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

https://instagram.com/leroymerlines/

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

Lithy category: Most Creative Community Promotion or Launch

 

Leroy Merlin Background

 

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

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

 

The company’s values are:

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

 

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

 

The Community: The heart of social evolution

 

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

 

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

 

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

 

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

 

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

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

a.    It is the meeting point between acquaintances and friends

2.    Physical stores (58 stores throughout Spain):

a.    Physical meeting points between customers and employees

3.    Web + Sites related:

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

 

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

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

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

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

 

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

 

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

 

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

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

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

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

 

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

 

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

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

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

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

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

 

The best promotion is to use it

 

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

 

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

 

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

 

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

 

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

 

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

Leroy Merlin 1.jpg

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

2. Focus on the integration of customers.

 

 

    • Milestone: Achieving critical mass of customers 

 

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

 

    • How to:

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

 

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

 

Leroy Merlin 2.jpg

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

 

3. Focus on the integration of partners.

 

    • Milestone: Achieve critical mass of partners 

 

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

 

    • How

 

Leroy Merlin 3.png

First steps: 

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

 

4. Focus on the integration of suppliers.

 

    • Milestone: Activation of Social Commerce 

 

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

 

    • How:

Leroy Merlin 4.jpg

First steps:

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

 

Our video

 

 


Company: Leroy Merlin Espana Leroy Merlin logo.png

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

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

LSW social channels: 

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

https://twitter.com/leroymerlin_es

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

https://instagram.com/leroymerlines/

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

Lithy category: Most Creative Community Promotion or Launch

 

Leroy Merlin Background

 

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

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

 

The company’s values are:

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

 

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

 

The Community: The heart of social evolution

 

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

 

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

 

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

 

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

 

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

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

a.    It is the meeting point between acquaintances and friends

2.    Physical stores (58 stores throughout Spain):

a.    Physical meeting points between customers and employees

3.    Web + Sites related:

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

 

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

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

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

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

 

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

 

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

 

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

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

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

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

 

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

 

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

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

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

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

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

 

The best promotion is to use it

 

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

 

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

 

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

 

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

 

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

 

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

Leroy Merlin 1.jpg

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

2. Focus on the integration of customers.

 

 

    • Milestone: Achieving critical mass of customers 

 

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

 

    • How to:

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

 

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

 

Leroy Merlin 2.jpg

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

 

3. Focus on the integration of partners.

 

    • Milestone: Achieve critical mass of partners 

 

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

 

    • How

 

Leroy Merlin 3.png

First steps: 

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

 

4. Focus on the integration of suppliers.

 

    • Milestone: Activation of Social Commerce 

 

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

 

    • How:

Leroy Merlin 4.jpg

First steps:

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

 

Our video

 

 

Status:
2015 Lithy Submission

Lithys 2015: SFR - Marketing Champion

By JaniceK

Lithys 2015: SFR - Marketing Champion

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

Company: SFR  

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

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

Lithy category: Marketing Champion

 

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

 

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

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

 

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

 

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

 

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

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

 

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

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

 

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

 

Our marketing campaign

 

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

 

 

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

 

The community managers thus welcomed :

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

 

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

 

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

 

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

 

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

       

 

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

 

 

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

 

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

 

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

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

 

Campaign results

 

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

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

 

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

 

 


 

 

 


Company: SFR  

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

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

Lithy category: Marketing Champion

 

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

 

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

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

 

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

 

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

 

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

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

 

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

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

 

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

 

Our marketing campaign

 

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

 

 

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

 

The community managers thus welcomed :

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

 

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

 

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

 

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

 

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

       

 

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

 

 

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

 

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

 

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

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

 

Campaign results

 

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

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

 

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

 

 


 

 

 

Status:
2015 Lithy Submission

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

By JaniceK

Lithys 2015: Autodesk - Excellence in Customer Satisfaction

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

Company: Autodesk 

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

Community: Autodesk Community (Forums.autodesk.com)

Lithy category: Excellence in Customer Satisfaction

 

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

 

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

 

Our 2014 customer satisfaction initiatives

 

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

 

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

 

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

 

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

 

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

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

 

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

 

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

 

 

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

 


Company: Autodesk 

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

Community: Autodesk Community (Forums.autodesk.com)

Lithy category: Excellence in Customer Satisfaction

 

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

 

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

 

Our 2014 customer satisfaction initiatives

 

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

 

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

 

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

 

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

 

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

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

 

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

 

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

 

 

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

 

Status:
2015 Lithy Submission

Lithys 2015: StarHub - Marketing Champion

By JaniceK

Lithys 2015: StarHub - Marketing Champion

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-25-2015 03:41 PM - edited ‎04-25-2015 03:53 PM

Company: StarHub 

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

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

Lithy category: Marketing Champion

 

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

 

StarHub Community activates its superfans to support its marketing strategies. Six in every 10 visitors come for its contests and user-generated marketing content instead of customer support. http://community.starhub.com/t5/Commendations-Testimonials/StarHub-Community-is-growing-and-we-have-...

 

 

1) Beating the ZMOT Challenge

  • The Social Customer believes more in actual user reviews than a brand’s marketing messages. This phenomenon—commonly known as Zero Moment of Truth (ZMOT)—can easily nullify the work of traditional marketing.
  • To address this shift in consumer behaviour, StarHub Community generates user reviews. Lithium’s excellent SEO often surprises us with excellent search results. In fact more than half of the Community’s traffic comes from Searches. This allows StarHub to better manage ZMOT, instead of losing control to third party forums or showing no reviews at all  For example, here are some HomeHub reviews: http://community.starhub.com/t5/HomeHub-Reviews/idb-p/HomeHubSurvey    

2) Influencer and Content Marketing Strategy

 

3) Contest Engagement Strategy

 

Our marketing campaign 

 

Lady First SG is a StarHub-produced, localised version of the immensely popular Taiwanese beauty variety show, Lady First (女人我最大).  Each season lasted for about three months. To date, StarHub has produced two seasons in the past two years.

 

Female viewers in Taiwan, after watching the beauty programme, would go to the forums to discuss the beauty tips and products featured.  Tapping into this insight, social TV executions were executed on StarHub Community to bring these discussions online via StarHub Community.   

 

The first mission was to source for beauty influencers to be the experts running the forums.  In the first season, we set up beauty forums by topics http://community.starhub.com/t5/Lady-First-SG/ct-p/ladyfirst and ran a contest for the top six beauty influencers to surface. 

 

Eventually through intense competition, the top six contestants arose.  Please visit http://community.starhub.com/t5/Latest-Contests-and-What-s-New/StarHub-Community-s-first-offline-eve... to view the offline event. Together with partnering beauty brands’ influencers, they not only generated tonnes of beauty tips, but also became beauty experts from which others could seek advice: http://community.starhub.com/t5/Ask-The-Beauty-Expert/Learn-beauty-secrets-from-the-StarHub-Communit...

 

Partnering brands also ran some contests:

In the 2014 season of Lady First SG, we activated two of the original six beauty influencers.  Grace Tan was commissioned to blog about each episode in English while Yuki Ng did so in Chinese. The blog entries from both ladies were not mere translations but their own interpretations of the tips after watching each episode. We ran a contest asking members to post a comment on their blog entries or ask them questions. At the same time, we ran another contest to curate beauty tips from users with a chance to win a beauty workshop: http://community.starhub.com/t5/Past-Hackathons/Contest-Closed-Beauty-Workshop-by-Xiao-Kai/m-p/79381...  The contests were publicized on the TV trailers as well as online media.

 

 

Campaign results

 

Between Grace and Yuki, there were over 64,000 views and almost 600 comments on their blog entries alone. There are over 611,000 views on the Beauty section of the community where members get to discuss beauty and fashion related matters, such as finding out where to purchase the products featured in the show and share personal tips. Users can search by episodes or beauty topics to record their comments. In fact, the search term “Lady First” on Google yields StarHub Community as a prominent result.

 

With combined views of 675,000 across the blogs and forums on Lady First SG and Beauty and Fashion discussions, the execution has been a great success and has greatly enriched the content consumption experience with useful online content and engaging contests. The timeless tips shared on StarHub Community also continue to bring in traffic for the Community.

 

 

 


Company: StarHub 

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

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

Lithy category: Marketing Champion

 

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

 

StarHub Community activates its superfans to support its marketing strategies. Six in every 10 visitors come for its contests and user-generated marketing content instead of customer support. http://community.starhub.com/t5/Commendations-Testimonials/StarHub-Community-is-growing-and-we-have-...

 

 

1) Beating the ZMOT Challenge

  • The Social Customer believes more in actual user reviews than a brand’s marketing messages. This phenomenon—commonly known as Zero Moment of Truth (ZMOT)—can easily nullify the work of traditional marketing.
  • To address this shift in consumer behaviour, StarHub Community generates user reviews. Lithium’s excellent SEO often surprises us with excellent search results. In fact more than half of the Community’s traffic comes from Searches. This allows StarHub to better manage ZMOT, instead of losing control to third party forums or showing no reviews at all  For example, here are some HomeHub reviews: http://community.starhub.com/t5/HomeHub-Reviews/idb-p/HomeHubSurvey    

2) Influencer and Content Marketing Strategy

 

3) Contest Engagement Strategy

 

Our marketing campaign 

 

Lady First SG is a StarHub-produced, localised version of the immensely popular Taiwanese beauty variety show, Lady First (女人我最大).  Each season lasted for about three months. To date, StarHub has produced two seasons in the past two years.

 

Female viewers in Taiwan, after watching the beauty programme, would go to the forums to discuss the beauty tips and products featured.  Tapping into this insight, social TV executions were executed on StarHub Community to bring these discussions online via StarHub Community.   

 

The first mission was to source for beauty influencers to be the experts running the forums.  In the first season, we set up beauty forums by topics http://community.starhub.com/t5/Lady-First-SG/ct-p/ladyfirst and ran a contest for the top six beauty influencers to surface. 

 

Eventually through intense competition, the top six contestants arose.  Please visit http://community.starhub.com/t5/Latest-Contests-and-What-s-New/StarHub-Community-s-first-offline-eve... to view the offline event. Together with partnering beauty brands’ influencers, they not only generated tonnes of beauty tips, but also became beauty experts from which others could seek advice: http://community.starhub.com/t5/Ask-The-Beauty-Expert/Learn-beauty-secrets-from-the-StarHub-Communit...

 

Partnering brands also ran some contests:

In the 2014 season of Lady First SG, we activated two of the original six beauty influencers.  Grace Tan was commissioned to blog about each episode in English while Yuki Ng did so in Chinese. The blog entries from both ladies were not mere translations but their own interpretations of the tips after watching each episode. We ran a contest asking members to post a comment on their blog entries or ask them questions. At the same time, we ran another contest to curate beauty tips from users with a chance to win a beauty workshop: http://community.starhub.com/t5/Past-Hackathons/Contest-Closed-Beauty-Workshop-by-Xiao-Kai/m-p/79381...  The contests were publicized on the TV trailers as well as online media.

 

 

Campaign results

 

Between Grace and Yuki, there were over 64,000 views and almost 600 comments on their blog entries alone. There are over 611,000 views on the Beauty section of the community where members get to discuss beauty and fashion related matters, such as finding out where to purchase the products featured in the show and share personal tips. Users can search by episodes or beauty topics to record their comments. In fact, the search term “Lady First” on Google yields StarHub Community as a prominent result.

 

With combined views of 675,000 across the blogs and forums on Lady First SG and Beauty and Fashion discussions, the execution has been a great success and has greatly enriched the content consumption experience with useful online content and engaging contests. The timeless tips shared on StarHub Community also continue to bring in traffic for the Community.

 

 

 

Status:
2015 Lithy Submission

Lithys 2015: Virgin Media - Total Community All St...

By JulieH

Lithys 2015: Virgin Media - Total Community All Star

Status: 2015 Lithy Submission
by JulieH ‎05-05-2015 08:49 AM - edited ‎05-05-2015 03:30 PM

Company: Virgin Media

Entry submitted by: Jim Meadows (mrjimmeadows) Content Manager

Community: Virgin Media Help & Support Forum (virginmedia.com/forums)  

Lithy category: Total Community All Star

 

Since the invention of the internet, digital technology has had an increasing impact on the way we live. As a leading communications provider it’s not just the technology that interests us – what matters is how it can improve the lives and prospects of everyone.

 

Today, Virgin Media is a part of Liberty Global plc, the world’s largest international cable company. Together Virgin Media and Liberty Global serve 24 million customers across 14 countries, helping connect people to the digital world and enabling them to discover and experience its endless possibilities.

 

Our aim is to provide the best customer care experience in the UK through eService. And, as the UK’s most socially devoted ISP, scaling our social media presence to meet the demand of our customers has been our greatest challenge. In March we became the first ISP to have sent 1Million tweets to customers and we believe the application of Lithium / LSW has been key to achieving this milestone.

Our road to Lithium was born out of three critical requirements.


The first was a desire for our platform to do more. Lithium was responsive and met our demand for performance improvements. We were specifically looking for a platform with both skill-based and priority routing; a single desktop to extend across both social and community; and the product needed to be responsive to Facebook & Twitter developments, adapting swiftly to changes such as page threading.

The second was a need to improve reporting. Here we were looking to identify trends and accurately measure sentiment, with the ultimate hope for real time reporting across the piece.

 

The third and most important requirement was to maintain and improve customer experience: to align one agent per customer, to reduce customer response times, to use rich media in responses, and to moderate our multi-channel offering through a single console – taking control of conversations to actively encourage peer-to-peer support and improve on social KPI’s.

 

Lithium’s continued commitment to evolving their platforms, and their ability to adapt effectively to changes in both social networks and social culture is key to our relationship. As Lithium continue to deliver on product, Virgin Media exceeds their operational and transactional goals.

 

Benefits of a Total Community

The marriage of LSW and Community has enabled Virgin Media to reimagine a niche online space, delivering a dynamic central hub for online help and support.

 

The transformation of Community places it at the heart of eService. The ability to create optimized content immediately supports customer navigation from social as we drive customers to the right information at the right time, and benefits such as Social Integration within Community and integrating user generated content into online help and support, have driven peer-to-peer support across all touch points.

 

Through applying rigorous routing principles across LSW we’ve been able to limit risk to our online reputation –high profile accounts are identified using Klout, Conversational Key Words and Verified Status. In addition we’ve been able to harmonize social engagement and combine content streams on Twitter adopting a larger audience for our acquisition & content marketing strategy, whilst developing our care team’s skills to respond to both care and engagement.

 

Employing a 24-hour snooze rule, we’re now proactively reaching out to customers who have yet to validate our advice and can ensure we close the loop on the majority of conversations – and have increased agent productivity by 24.07% and response times by 25.57% across social and a 59% increase in baseline productivity.  

 

The impact of efficiency has given us scope to activate a new look and feel with more features from our Community supporting our strategy. Using a single console, we brought moderation in-house, developing people and the job role. We were able to implement an archive, improve the effectiveness of Community search and dramatically increase the number of useful solutions viewed. Mobile optimization has enabled customers to navigate content on the go, a huge benefit when home broadband connectivity may be the contact driver.

 

 

 

Appointing a Community Lead has leveraged the effectiveness of our new Superuser advocacy program, increasing their time spent online and overall contribution to support, this coupled with a new ability to our members has given us the opportunity to successfully trial key products through customer outreach – all in a controlled environment.

 

Our Total Community results

Over the last twelve months we’ve achieved our target of managing a single Twitter feed for marketing and customer care, leading to new brand records in engagement – whilst remaining devoted to customer experience; handling increases in volume, team size and improvements in sentiment across social.

 

Through Community we’ve seen incremental growth across all KPI’s. As a result of new member entrances up 23% and innovations driving increase in time spent online up 21% we’ve seen impact in kudos and accepted solutions marked up an enormous 76%.

 

The real benefit of this? The increase in accepted solutions viewed rising by 37%.

 

We’ve supported 5 major projects with trials including over 2000 triallists, delivering over 22,400 pieces of insight that have developed product ahead of launch and increased customer education – as a result, Superuser activity has hit highs of 37 hours per week (each) with replies from the group contributing to 18% of the overall volume leading overall peer to peer support to reach 80% across the last 12 months.

 

Whether it’s been the implementation of video content, ranking or board restructuring the technology has been key to giving us the freedom we need to adapt our channels yet the solidarity to manage one of the greatest social media workflows across one of the largest teams in the world, confidently.

 

“As we pass the milestone of our millionth tweet I am reminded of the amazing journey the Social Media Care team have been on over the last 4 years as we have grown from an ad hoc team of a couple of people to‎ our current 50+ team members.

 

Always championing our brilliant basics of being there for our customers when they need us, a virtual listening ear, heartfelt service and served up with a dollop of humour, the team continue to push the boundaries and lead from the front in the UK social care space.

 

The future is bright as we continue to grow and will evolve the social support to be more encompassing across the opportunities for Care, Marketing, Revenue and PR.”

- Cormac Connolly, Director Channel Development, Virgin Media

 


Company: Virgin Media

Entry submitted by: Jim Meadows (mrjimmeadows) Content Manager

Community: Virgin Media Help & Support Forum (virginmedia.com/forums)  

Lithy category: Total Community All Star

 

Since the invention of the internet, digital technology has had an increasing impact on the way we live. As a leading communications provider it’s not just the technology that interests us – what matters is how it can improve the lives and prospects of everyone.

 

Today, Virgin Media is a part of Liberty Global plc, the world’s largest international cable company. Together Virgin Media and Liberty Global serve 24 million customers across 14 countries, helping connect people to the digital world and enabling them to discover and experience its endless possibilities.

 

Our aim is to provide the best customer care experience in the UK through eService. And, as the UK’s most socially devoted ISP, scaling our social media presence to meet the demand of our customers has been our greatest challenge. In March we became the first ISP to have sent 1Million tweets to customers and we believe the application of Lithium / LSW has been key to achieving this milestone.

Our road to Lithium was born out of three critical requirements.


The first was a desire for our platform to do more. Lithium was responsive and met our demand for performance improvements. We were specifically looking for a platform with both skill-based and priority routing; a single desktop to extend across both social and community; and the product needed to be responsive to Facebook & Twitter developments, adapting swiftly to changes such as page threading.

The second was a need to improve reporting. Here we were looking to identify trends and accurately measure sentiment, with the ultimate hope for real time reporting across the piece.

 

The third and most important requirement was to maintain and improve customer experience: to align one agent per customer, to reduce customer response times, to use rich media in responses, and to moderate our multi-channel offering through a single console – taking control of conversations to actively encourage peer-to-peer support and improve on social KPI’s.

 

Lithium’s continued commitment to evolving their platforms, and their ability to adapt effectively to changes in both social networks and social culture is key to our relationship. As Lithium continue to deliver on product, Virgin Media exceeds their operational and transactional goals.

 

Benefits of a Total Community

The marriage of LSW and Community has enabled Virgin Media to reimagine a niche online space, delivering a dynamic central hub for online help and support.

 

The transformation of Community places it at the heart of eService. The ability to create optimized content immediately supports customer navigation from social as we drive customers to the right information at the right time, and benefits such as Social Integration within Community and integrating user generated content into online help and support, have driven peer-to-peer support across all touch points.

 

Through applying rigorous routing principles across LSW we’ve been able to limit risk to our online reputation –high profile accounts are identified using Klout, Conversational Key Words and Verified Status. In addition we’ve been able to harmonize social engagement and combine content streams on Twitter adopting a larger audience for our acquisition & content marketing strategy, whilst developing our care team’s skills to respond to both care and engagement.

 

Employing a 24-hour snooze rule, we’re now proactively reaching out to customers who have yet to validate our advice and can ensure we close the loop on the majority of conversations – and have increased agent productivity by 24.07% and response times by 25.57% across social and a 59% increase in baseline productivity.  

 

The impact of efficiency has given us scope to activate a new look and feel with more features from our Community supporting our strategy. Using a single console, we brought moderation in-house, developing people and the job role. We were able to implement an archive, improve the effectiveness of Community search and dramatically increase the number of useful solutions viewed. Mobile optimization has enabled customers to navigate content on the go, a huge benefit when home broadband connectivity may be the contact driver.

 

 

 

Appointing a Community Lead has leveraged the effectiveness of our new Superuser advocacy program, increasing their time spent online and overall contribution to support, this coupled with a new ability to our members has given us the opportunity to successfully trial key products through customer outreach – all in a controlled environment.

 

Our Total Community results

Over the last twelve months we’ve achieved our target of managing a single Twitter feed for marketing and customer care, leading to new brand records in engagement – whilst remaining devoted to customer experience; handling increases in volume, team size and improvements in sentiment across social.

 

Through Community we’ve seen incremental growth across all KPI’s. As a result of new member entrances up 23% and innovations driving increase in time spent online up 21% we’ve seen impact in kudos and accepted solutions marked up an enormous 76%.

 

The real benefit of this? The increase in accepted solutions viewed rising by 37%.

 

We’ve supported 5 major projects with trials including over 2000 triallists, delivering over 22,400 pieces of insight that have developed product ahead of launch and increased customer education – as a result, Superuser activity has hit highs of 37 hours per week (each) with replies from the group contributing to 18% of the overall volume leading overall peer to peer support to reach 80% across the last 12 months.

 

Whether it’s been the implementation of video content, ranking or board restructuring the technology has been key to giving us the freedom we need to adapt our channels yet the solidarity to manage one of the greatest social media workflows across one of the largest teams in the world, confidently.

 

“As we pass the milestone of our millionth tweet I am reminded of the amazing journey the Social Media Care team have been on over the last 4 years as we have grown from an ad hoc team of a couple of people to‎ our current 50+ team members.

 

Always championing our brilliant basics of being there for our customers when they need us, a virtual listening ear, heartfelt service and served up with a dollop of humour, the team continue to push the boundaries and lead from the front in the UK social care space.

 

The future is bright as we continue to grow and will evolve the social support to be more encompassing across the opportunities for Care, Marketing, Revenue and PR.”

- Cormac Connolly, Director Channel Development, Virgin Media

 

Looking for past LiNC content?

We have moved all content from previous years to make more room for the great content to come. Head over to the archives to view past discussions, ideas, presentations and videos.

View the LiNC archives