Entry submitted by: Scotty Jackson (deturbulence) Sr Strategy Manager
Community: TELUS Neighbourhood (forum.telus.com)
Lithy category: The Organization Game Changer
In 2010, we started listening and responding to customer mentions of “telus” on Twitter. This was done using our enterprise platform (formerly Radian6) with a very small team of contact centre agents, looking at only our Mobility line of business. As we gained more and more experience, the channel became more active, and we found we could not only serve customers, but also exceed their expectations by listening to discussions and engaging.
We learned that we could have a legitimate service channel that not only displaced contacts from our live contact centre, but also deliver risk management by ensuring that negative comments from influencers or media did not go unanswered. To this end, in 2012, we added additional agents to support Home Services, and started creating more robust processes to enable communication and hand-offs between operations, public relations/corporate communications, and marketing. These processes have evolved into meaningful partnerships, with the business aligning behind common goals of putting out customers first, and having teams that historically did not inter-operate collaborate on a daily basis.
As we were getting more and more involved from a social service standpoint in delivering customer experience and support through engagement, we found that we needed tools and technologies focused on engagement to suit the needs of this growing channel. To that end, in the back half of 2012, we undertook an evaluation of a multitude of social tools to not only underpin our engagement and customer experience needs, but also to grow our social capabilities. We selected Lithium Social Web as the best tool for our needs based on routing, case management, tagging, and reporting. These capabilities not only empowered the operational teams to really own social engagement, but also gave them credibility internally.
In early 2013, LSW was implemented, enabling our operational team with clear lines of accountability and responsibility on a case by case basis, also giving us insight to volumes, times, and topics of conversation. Supported by this capability, we opened our historically closed Facebook wall to customer posts, allowing customers another communication channel with TELUS, and in to a sustainable workflow process.
To further our strategy of putting customers first and our goals of delivering strong social experiences, we began work on the TELUS Neighbourhood, a Lithium community, in March of 2013. Launching in June, our community serves as an opportunity to ensure support content does not expire/evaporate as it does on Twitter (due to Twitter’s velocity), as well as to enable the growth of superusers and brand advocates. Further, we can leverage it as a draw to bring social experiences on-domain, closer to self serve capabilities and to shopping.
What's next for us
Our efforts in the social space have taught us the need to develop people and skillsets directly related to social service. To that end, we are developing a formalized team (outside of the typical contact centre agent pool) with a distinct mandate, learning and development track, and set of success metrics to properly grow and sustain our social service efforts. This team will own all operational activity, and will continue the active collaboration with PR and marketing teams.
As we move in to 2014, we are finding new ways to leverage social insights internally. We are partnered with web teams, as our community activities demonstrate content customers are most hungry for, based on authorship and views, which inform web development and content authoring/promotion. Operational enablement teams are also receiving our feedback and insights to better tune our processes.
Additionally, we are able to springboard off of our community design and internal partnerships to launch TELUS Ideas, providing us yet another stream of insights in to the customer experience, directly from customers. This, coupled with our work to introduce a gamification strategy, continues to unite the organization internally to better hear and serve our customers.
Our business results in 2013
Ended year by reaching an average total response time of 25 minutes in Q4
Quality survey results say:
If a colleague, friend or family member were looking for services such as home phone, Internet, TV or Wireless, what is the likelihood that you would recommend TELUS to them? 77% Top 2 Box
How would you rate the performance of the TELUS social media support agent for the level of service you received? 88% Top 2 Box
After your experience with TELUS’ social media support team, how likely are you to share your experience with others? 86% Top 2 Box
Ended year by reaching an average total response time of 118 minutes in Q4
TELUS Neighbourhood (Lithium Community)
5.6k+ forum posts
1.3k+ Accepted Solutions
Estimated 28.7k+ live contacts displaced
11k+ completed registrations, 254k+ logins
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Entry submitted by: Michael Pascucci (MPascucci ) Senior Community Engagement Manager
Community: Autodesk Community (http://forums.autodesk.com/ )
Lithy category: The Organization Game Changer
Autodesk, Inc. is a leader in 3D design, engineering and entertainment software. Customers across the manufacturing, architecture, building, construction, and media and entertainment industries use Autodesk software to design, visualize, and simulate their ideas before they're ever built or created.
Like most software companies, Autodesk is focused on providing comprehensive solutions that our user base can rely on while also reaching new areas of the marketplace that were previously uncharted. Unlike other companies, Autodesk is also committed to reinventing our standard business model, moving away from standard licensing and into a flexible use anywhere, on any device, at anytime model.
With a very large portfolio of products, constant flow of acquisitions, emerging space in the consumer market, and increased access, our traditional support and feedback mechanisms no longer match our nontraditional business goals, nor are they able to keep up with the rapid customer base growth.
Lithium has provided us with an avenue to combat the above, providing a true peer-to-peer community space where users ask technical and subject matter related questions, share suggestions and answers, support overall product mastery, and collaborate on future product and service enhancement suggestions, all the while reducing the need for direct one-on-one support (forums) and Research and Development (ideastations).
In November 2013 the Autodesk Community site was rereleased, following an extensive redesign process which was supported by Lithium Professional Services. The result was a new compelling, easy-to-use site & experience that: optimizes our customers' ability to help themselves as well as each other; accelerates collaboration and innovation with our products & services; enables easy content creation, curation and distribution; all the while extending customer relationships each other, and Autodesk as a whole.
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Company: Google AdWords
Entry submitted by: Diana Ogarkova (Diana) Non-English AdWords Communities Team Lead
Community: AdWords Community (www.en.adwords-community.com)
Lithy category: The Organization Game Changer
AdWords is one of Google’s main products with customers from multi-million dollar companies to tiny mom-and-pop businesses and provides a feature-rich advertising platform suited to all types of advertisers. AdWords customers can access customer support via phone, email or chat channels and get in touch directly with a Google online specialist on a “one-to-one” basis. Google’s online specialists are subject-matter experts trained on a variety of Google online marketing tools. The online specialists provide support and help educate advertisers about the variety of advertising solutions.
Since early 2012 the AdWords Communidade discussion forum in Portuguese is the main platform for online conversations around Google’s online marketing tools, where users can discuss any relevant topics with other users and specialists from Google. We saw an opportunity to maximize the efficiency of direct customer support through active and deep engagement in the one-to-many channels in Portuguese, essentially scaling the “one-to-one” support model into “one-to-many”.
Internally the “one-to-one” and “one-to-many” customer support are provided by two different teams, and each would have a different set of success metrics. In the “one-to-many” team each market would have one Community Manager responsible for nurturing their online AdWords Community . And from user feedback, we know that users react well to a variety of Googlers engaged and creating content in the Community, especially when Googlers represent and actively share content from their various fields of expertise. Having high-quality online content available within a click, when a user is trying to solve an issue, can help customers save time and improve their knowledge, while having a direct impact on reduction of escalations to the “one-to-one” customer support teams.
Having an extensive content base created by online specialists from the “one-to-one” support team brings multiple benefits to customers. This is why establishing a productive relationship with the “one-to-one” customer support team is important, and is the reason why the Community Manager and the managers of “one-to-one” local teams in Brazil partnered to be able to offer an improved customer experience to local advertisers.
Bringing two teams to work on a shared goal proved to be initially an organizational challenge. The answer was to create an agile project team within the 1-to-1 support team that would focus on deliverables for the AdWords Communidade and social channels. The game changer with the team in Brazil was the amount of online specialists involved, and the variety of tasks they were completing.
Google’s full-time Community Manager for the Portuguese Community & Social channels received support to engage 13 online specialists into AdWords Communidade. The specialists had 1-2 days per week that they could to create content in various text and video formats, such as:
1) Articles with tips and use cases of AdWords to support various online marketing goals;
2) Quizzes to draw attention and give an opportunity to better learn about various features;
3) Hangouts on Air from online specialists from the AdWords customer support team two times per week. They focused on a variety of topics for new and advanced advertisers, for example: #sosadwords series was dedicated to the most popular escalations to the customer support team. The Hangouts are streamed live in the AdWords Communidade, and are available as recordings after that. The goal was to scale the content to as many advertisers as possible, and in a few months the team achieved over 800 viewers per Hangout with some topics reaching audience of over 1.4k viewers. In total 61 Hangouts on Air and 13 Hangout “office hours” were conducted in the second half of 2013. The feedback from advertisers was excellent: they see this as a great way to learn. Needless to say that the Hangouts on Air would not be possible without having subject matter experts from the customer support team actively engaged.
The Googlers from the one-to-one support teams became an active part of the user Community, by extensively sharing their experience with making most of the advertising solutions. In a way this means breaking the “wall” between the company and its users. We believe we have established a successful partnership between 1:1 customer support and 1:many team, which can become a model for community managers to adopt when designing org structure. Why we think this worked in case of AdWords Communidade is a good training of online specialists and breaking down the deliverables into specific workflow tasks with clear expectations on deliverables and success metrics (example of a task: conduct X Hangouts on Air with a minimum of Y Pageviews).
Looking at the bigger picture, we believe that by providing customers with targeted content related to their advertising goals enables a fast-track learning experience, ultimately helping AdWords users make the most of their experience with Google’s advertising products.
We were able to significantly increase the amount of new content pieces created, in particular build a good cadence and scale with the Hangouts on Air. On average the Hangouts received around 800 viewers with some topics getting as many as over 1.4k viewers. In total 61 Hangouts on Air and 13 Hangout “office hours” were conducted in the second half of 2013. All in all, hundreds of up-to-date and relevant pieces of content were created, which indirectly shows in the high % of traffic from organic search channel: over half of users come after performing a search query at Google.com.
This organizational structure in Brazil allowed for a faster user acquisition to the AdWords Communidade(as compared with other AdWords online communities across different markets). In 2013 the traffic to AdWords Communidade grew 4x y/y, and in 2014 the growth stay high at ~3x year over year, which means that in January 2014 there were three times as many visitors as in January 2013. The growth was supported with high level of engagement as seen from the high speed of response: typically 4 out of 5 new questions receive a response within 6 hours.
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Company: TalkTalk Group
Entry submitted by: Stephen Fell (Fellsteruk ) Senior Online Engagement & Content Manager
Community: TalkTalk Community (http://community.talktalk.co.uk )
Lithy category: The Organization Game Changer
With more than 4 million customers TalkTalk Group is one of the largest Internet Service Providers in the UK, providing the best value home phone, broadband, TV and mobile packages to residential and business customers under the TalkTalk and TalkTalk Business brands. We pride ourselves on being innovative, and bringing disruptive new products such as TalkTalk TV, Britain ’ s fastest growing TV service, to market.
TalkTalk grew rapidly through a combination of acquisition and organic growth, and has spent the last year integrating its businesses to build a leaner, more efficient company offering competitive pricing backed up by good service.
Improving customer service has been key to realizing the company ’ s ambitions for growth.
This is being achieved by:
Getting things right the first time so customers don ’ t need to contact TalkTalk
Offering online solutions so that customers can fix problems themselves or seek help without calling
We promised customers that during the coming year we will deliver the best online self-service experience possible and created digital assets that provided a better experience than calling.
The Lithium-powered TalkTalk Community is at the centre of this work. It replaced the original forums, which launched in 2008, and were adequate for the time. As traffic on the old forums increased, cracks began to show in the infrastructure, and customers complained they were struggling to use the platform to self-help.
This made it hard to scale the forums as the company ’ s rapid expansion continued. Despite receiving no marketing or promotion from the wider business, the TalkTalk Community continued to quietly grow and evolve over time.
During 2013, the TalkTalk Community was re-launched, powered by Lithium, and with a new strategy. The idea was to slowly transition from being a traditional customer service channel, where Online Community Executives offered advice and support to customers, to a peer-to-peer network where customers could support each other.
We made our most helpful and prolific posters ‘ Super Users ’ , who offered solutions to common problems. The mood of the boards improved dramatically, as members realized they could find answers to their questions about TalkTalk ’ s products and services quickly and with help from other customers.
TalkTalk set up an in-house Digital Care Team, made up of 12 support experts from across the business, along with a Community Manager to drive more customers to the Community.
Our new team and ownership of the community was placed under our Director of Digital, where it would be a part of our wider digital vision and supported by teams across creative, legal, PR, marketing and brand to name a few allowing us to give almost real-time feedback to the business of trending issues or to our customers with products suggestions and development.
In addition to helping us to leverage the power of our crowd sourced support platform to help shape our other online venues and future customer experience.
The team ’ s remit was to seek out customers from across all social media, forums, blogs and news sites, and drive them to the Community. Once signed up, new members would facilitate peer-to-peer discussions and help other members to find answers. The benefit to our customers has been clear:
TalkTalk Group has embraced the Community and placed it at the centre of our online support, communication and product development strategies, which has assisted with the creation of a marketing strategy to drive people towards the community.
Customers are encouraged to join the Community when they first join TalkTalk, in the Welcome Packs sent out with routers and other equipment, and in marketing emails sent to customers.
Email marketing activity alone has so far delivered an 18% increase in traffic to the Community.
In addition to measuring call deflection from community activity and to further our vision for the community, our strategic telephony teams have made efforts to reduce calls directly from the call center. Recently, we've added community messaging to our call center voice system- if a customer has a question that our Super Users have already answered on the Community, our IVR system lets them know where they can find the content online. Our initial tests have resulted in a 5% call drop off after this message is played, which shows great promise for directly correlating call reduction due from community content.
Customer Support Site Integration
Using Lithium ’ s REST api ’ s we integrated the best content and solutions from our members into our customer support site and help content. We did this by promoting the top accepted solutions for each product on our landing page and pushing relevant content to customers as they navigate through our site in addition to this we are surfacing targeted content from the community within our help articles, as customers are consuming our business answer they are encourage to view content from the community along with a federated search of community content in our global site search.
These changes alone have accounted for a 43% uplift in community traffic.
Collaborative Beta Testing Groups
TalkTalk Labs is our beta testing team, who run trials on all the latest products and services before they go to market. The Community has been a valuable recruitment tool for new trials, and provides a secure, scalable discussion platform with private boards where they can discuss and share their opinions of new products.
Our Trials Managers who are easily identifiable within the Community have built the community into all their trial activities, leveraging our active base of advocates to test new services. During 2014/15 we plan to support the TalkTalk Labs team with more than 100 consumer trials being ran from the community. Our users ’ voices will be heard within the business, and will help shape and define our innovations of the future.
The results so far
Almost everyone across the business played a part in launching and continuing to develop the Community and although we are yet to celebrate the first birthday, we are truly proud of what we have achieved in just six months.
174% increase in traffic to the community
65% increase in registered users
Over 20% of our topics have an accepted solution
Over 58% Member Engagement with on average 6.5 replies/topic
£ 107k Call reduction cost saving
“Loyal customers and staff are a company’s strongest assets, and it has been fantastic to see the TalkTalk Community grow into a busy, useful forum that thousands of people log onto every day. We're looking forward to seeing it continue to develop in the coming months and years as we push ahead with our work to deliver a brilliant online self-service experience for our customers.” Dido Harding, Chief Executive Officer
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Entry submitted by: Darren Choo (darren) AVP of Social CRM
Community: StarHub Community (http://community.starhub.com/)
Lithy category: The Organization Game Changer
StarHub Community, together with our social media agency Vocanic, has embarked upon cross-functional collaboration with 10 departments in our organization. Apart from Customer Service and Marketing, we have worked with our Network, Market Research, Marketing, Human Resources, Content and Mobile teams. Through collaboration within our organization, our initiatives have been recognized and we have won industry accolades in Singapore: Best use of Brand Advocacy (Gold) at the Loyalty & Engagement Awards 2013 and Excellence in Loyalty Marketing (Silver) at the Marketing Excellence Awards 2013. Read the details below.
As Singapore's fully integrated info communications company, StarHub offers a full range of information, communications and entertainment services for both consumer and corporate markets.
With the aim of providing every person, home and business in Singapore with world-class multimedia services and content, StarHub operates a mobile network that provides 4G, 3G and 2G services, manages an island-wide HFC (Hybrid Fibre-Coaxial) network that delivers multi-channel pay TV services, as well as ultra-high speed residential broadband services.
In a bid to further enhance our relationship with customers, it was decided that improving and reinforcing the way we handled customer service, was key. Simply put, the traditional customer service call-centre system needed to be revamped, to take advantage of the power of Social Media.
In so doing, StarHub was able to tap into the vast prowess of peer-to-peer support, eliminating the need for customers to call in. The strategy unearthed unlimited potential going beyond customer service to touch on topics relating to Human Resource, Content Marketing, Sponsorship Deals, Marketing Communications and Direct Marketing just to name a few. We have worked with various departments within our organization to run campaigns for their activations. As each department adds StarHub Community to their activity scorecard, we become a vibrant platform that integrates into the different layers of our organization.
The results across the board have been phenomenal, with the industry recognizing the value and effectiveness of our Lithium-supported Social Strategy as evident from the following accolades:
• Loyalty & Engagement Awards 2013 – Best Use of Brand Advocacy (Gold) • Marketing Excellence Awards 2013 – Excellence in Loyalty Marketing (Silver)
What were the goals?
We wanted to position StarHub as a company that listens, understands, cares for our customers and the Singapore community. At the same time, we acknowledge that endorsements are often regarded to be more credible and objective when they come from third parties that do not have a stake in the business.
In creating a new platform, it was crucial that it be instrumental in cultivating brand advocates, where in times of need, users could step in to defend the brand on our behalf from the “bashing” conducted by others. It was to also be a sanctuary for frank opinions, transparency and a hotbed for equipment testing by our loyal customers.
Hence, the aim was to create a community managed by consumers, for the consumers and moderated by StarHub.
StarHub Community would present a centralized platform for existing customers to turn to should they have any StarHub product or service-related problems. There, they would be able to access to a wealth of user-generated trouble-shooting tips, solutions, general information and more.
In harnessing the community for support, the secondary goals were to reduce budget spent to hire and train call-centre personnel, and at the same time increase efficiency in addressing technical issues.
In addition, the community would serve as the go-to place for StarHub news updates regarding new handset releases, promotions, cable television show discussions and more. For the ladies, it served as a rallying point to take part in contests and promotions tied in with Lady First Singapore – franchised from Taiwan’s leading lifestyle magazine show.
StarHub Community as a whole would stand as a lifestyle hub for the masses.
How has your company incorporated Lithium against those business goals?
Cross-functional collaboration with StarHub Community with various departments in our organization:
1. Network dept.: The Network team has a Network feedback app where employees – on the private Employee Board – are asked to give feedback when they encounter data access problems so the Network team can take action to rectify issues. After a successful trial we intend to launch this to the public. This will greatly enhance customer feedback by pinpointing to us areas with network issues which we can then take action on.
Link to post (private) http://community.starhub.com/t5/Employee-Network/Help-Us-Improve-Our- Mobile-Network/m-p/52905#U52905
Screenshot of Network post:
2. Market research dept.: Instead of conducting expensive focus groups, we now conduct them through Community and additionally develop long-term relationships with respondents. For confidential projects we use trusted, closed-group advocates for respondents.
Link to post: http://community.starhub.com/t5/HomeHub-Survey/CLOSED-HomeHub-Bundle-Survey/m-p/73247#M1
Screenshot of post:
3. Corporate Communications dept.: We work closely with the Corp Comms team to manage crises. StarHub Community is a more positive environment for constructive feedback compared to Social Media platforms like Facebook and Twitter where customers may slam us. Here, trusted advocates who potentially have StarHub’s interests in mind give us fair and constructive feedback and step in to moderate other users who may troll us.
Link to post: http://community.starhub.com/t5/Mobile-Plans-and-Rates/RIPOFF-Starhub-will-startcharging- EXTRA-for-4G-from-1-June-2014/td-p/74241/page/5
Screenshot of post:
4. Human Resources dept.: StarHub believes in keeping employees happy and healthy and to show that the company cares, the HR team embarked on a program to deliver to our employees a package of fresh fruit every Friday. We leveraged on this to run a fun employee photo contest called the Juicy Smile contest. We asked employees to "flash your juiciest smile with the fruit of the day,” take a photo and upload it on the Contest page on the private Employee board on StarHub Community. The top 3 best smiles were rewarded with a $50 shopping voucher each.
We previously tried other platforms to engage employees but these had little participation because employees could not access these platforms at home. Community however, is on the cloud and has an easy user interface, encouraging employee participation.
Link to post (private board): http://community.starhub.com/t5/Employee-Hot-Topics/Juicy-Smile- Contest/m-p/70947#U70947
Some of our employees' entries:
5. Segment marketing dept.: Segment marketing used to be once-off tactical events but with the Community we can build long term engagement and sustainable interest groups for various segments
Here are some of our successful segment marketing campaigns:
Food segment – Auspicious dishes
Background: StarHub’s Hubalicious - a gastronomic extravaganza that celebrates all things food – is a testament for the brand’s love for food. And since food holds a special place in the hearts of Singaporeans, the opportunity presented itself, to reach out to consumers via gastronomy.
StarHub leveraged on the Chinese New Year festivities to invite fans to share their celebrations with food. It was a call for foodies to unite, to showcase home-made treats and dishes. The top-voted entry walked away with a Samsung GALAXY S4 (LTE), while consolation prizes were made up of 8 $50 Resorts World Sentosa vouchers.
Results: - 252 unique visitors - 20 entries
View the entries here : http://community.starhub.com/t5/ideas/v2/ideaexchangepage/blog-id/CNY-AuspiciousDishes-Contest/tab/most-kudoed
Screenshot of entry:
Female segment – Lady First
Background: At the beginning, it was found that StarHub Community was rife with male-skewed content, e.g. mobile phones, routers, gadgets discussions and more. This campaign was launched to drive females to the site.
We sent out emails that led customers to perform a simple survey in order to ascertain interests. We targeted females whose interests included beauty, makeup, fashion, hairstyling and write their own blogs. The survey acted as a filtering process to find legitimate female bloggers. 20 bloggers were then invited to attend a briefing where they received topics and social tasks to share with their followers that in turn led to activities, conversations and buzz on the Community.
Results: - 7,143 unique visitors to StarHub Community’s Lady First board - 470 Topics written - 1,274 replies to topics - Out of 20 original bloggers, 5 remain active to this day, close to 1 year after the activation. 2 of them are members of our Sparklers super user group.
The success of the drive to include the female target audience in the conversation prompted the brand to plan for and launch a sequel activation set to take place mid-2014.
Link to Winners Announcement post: http://community.starhub.com/t5/StarHub-Community- Announcements/Lady-First-Bloggers-Challenge-Winners-Announcement/m-p/36223#M10
Screenshot of winning bloggers:
Travel Segment - Crowdsourcing of itineraries
In conjunction with the year-end holidays, travel plans follow with fervor. StarHub recognized this and tapped into the myriad of vacationers planning their getaways. Through Community, StarHub encouraged members to share their upcoming travel itineraries and get their friends to vote for them. However, no touristy itineraries were allowed. Anyone can head to the Eiffel Tower. Plans shared had to unveil lesser known foreign destinations like jungle trekking in Cambodia and local coffee shops in Vietnam, and more.
3 winners snagged a total of $2,000 Chan Brother Travel Gift Vouchers. (3rd prize: $400, 2nd prize: $600, and 1st prize: $1,000.)
Results: - 1,404 unique visitors - 29 entries
After the contest ended, we created an Interest Group on StarHub Community with the crowdsourced travel itineraries so visitors can continue to discuss and share their ideas.
Creatives for Travel Segment Engagement campaign:
Elderly segment – Active Ageing Hackathon Phase 1
The StarHub Golden Gurus initiative saw campaigns rolled-out on the Community targeted at including senior citizens in the online conversation. The brand appreciated that seniors often felt left behind and clueless when it came to IT, new media, the internet and the likes. Golden Gurus sought out seniors who were well versed in the intricacies of technology to coerce and train their peers.
The Active Ageing Hackathon paired StarHub Community members with UP Singapore members to bring together experts, researchers, marketers, designers and developers over one weekend from 16 - 18 Aug 2013 to develop prototypes of solutions to improve the lives of our Seniors in Singapore. 2 best ideas clinched a Samsung GALAXY Tab 2 7.0 Tab each.
Results: - 988 unique visitors - 97 entries - 2,305 votes
View the entries here: http://community.starhub.com/t5/Closed-Active-Ageing-Hackathon/idb-p/activeageinghackathon
6. Content Marketing Dept: The StarHub Community platform allows us to hold creative contests e.g. crowdsourcing Instagram photos and your favourite TV shows which is more fun than other platforms. This contributes positively to our SEO as content is crowd-sourced, easily searchable and more engaging.
Oscars – Predict the Winners
Background: The Academy Awards is a big annual event, televised live globally and watched by many in Singapore. In order to ramp the viewership up on the programme further, we decided to tap into the crowd in the Community for their Oscar predictions.
The mechanic was simple. Fans needed to submit their predictions for the winners of 4 categories – Best Actor, Best Actress in a Leading Role, Best Picture and Best Animated Feature. Get them right, and they would stand a chance to win a Samsung Galaxy Tab 2 7.0.
In just 5 days we received:
• 259 Entries (from original target of 5) by 151 participants • 448 votes • 1,700 Likes, 141 Comments and 57 Shares on our Facebook post about the campaign
Check out the entries here: http://community.starhub.com/t5/Closed-2014-Oscars/idb-p/2014-Oscars
Screenshot of contest:
HITS TV – crowd source for which shows to air next
Best way to make fans happy? Give them what they want. That’s exactly what HITS TV set out to do, by crowdsourcing all-time favourite TV shows that may have ended their runs but which people love and miss.
We asked people to submit and vote for the TV shows they’d like HITS to air in the coming months. The idea should fit HITS’s DNA: epic characters, riveting stories, cult following, multiple seasons.
Top Prizes: A Samsung GALAXY Tab 3 7.0, vouchers to Resorts World Sentosa, Sephora vouchers
In addition to posts on StarHub’s social media platforms, the HITS channel on StarHub TV even ran a TVC promoting the contest: http://youtu.be/09GdqFRdP_Q
Post on Community: http://community.starhub.com/t5/StarHub-Community-Announcements/CONTEST-ENDED-HITSPick- a-TV-show-and-stand-to-win-a-Samsung/m-p/65113
7. Product Marketing Dept: Through our sponsorship of celebrities like Korean TV actor Kim Soo Hyun, we have run a StarHub Community pull-down campaign.
In a typical sponsorship deal where a celebrity is involved, fans rarely get the chance to revel in the thick of the action. StarHub Community however, gives them a unique digital platform where their shared content is logged, consolidated and seen by all – giving them the airtime to unabashedly show off their love for the star.
Popular Korean celebrity Kim Soo Hyun commands legions of fans in Singapore. We set out to give his fans an avenue to shout about their adoration by showcasing their “die-hardness”. All they had to do was to get creative with photos, videos and more and the best entries would win a pair of passes to an exclusive fan-meet.
Total entries: 60 within just 4 days http://community.starhub.com/t5/StarHub-Community-Announcements/CONTEST-Get-Your- Wish-Granted-by-Kim-Soo-Hyun/m-p/74663#U74663
For those who had passes in hand, we leveraged the selfie trend to get fans to take creative photos of themselves with ticket stubs for a chance to have Kim Soo Hyun call them on their phone during the event to join him on stage and grant their one wish with him.
Total entries: 181 within just 9 days http://community.starhub.com/t5/Get-Your-Wish-Granted-by-Kim-Soo/I-m-a-Ticket-Holder/idi-p/74679#U74679
8. Mobile dept.: Reviews of latest Mobile phones on the market. We harness reviews from the crowd, bloggers and employees on a common platform that was previously not possible.
Blog link: http://community.starhub.com/t5/Mobile-Handset-Reviews/bg-p/MobileHandsetReviews
9. Cross-bundling & Recontracting dept.: HomeHub & Recontract bits. Previously, ATL and BTLs were one-way communications which did not allow us to control the flow of information to customers searching for details on recontract promotions. With Community, we have put into place a process to help existing customers make that informed choice during their zero-moment of truth (ZMOT) i.e. the step they take right before they make a purchase. Customers can read the discussions and questions by others, ask questions and obtain answers from the Community as well as the Community Managers.
Posts on Community: http://community.starhub.com/t5/Broadband-Recontract-Offers/StarHub-Broadband-Recontractoffer- HomeHub-and-more/m-p/21994#U21994 http://community.starhub.com/t5/Hubbing/100-Mbps-Cable-and-200-Mbps-Fibre-HomeHub-plansnow- available/td-p/39663 http://community.starhub.com/t5/TV-Recontract-Offer/StarHub-TV-Recontract-Offer/m-p/35619#U35619
10. Customer Service dept.: We work with the CS team to create articles for The Knowledge Base (TKB) on StarHub Community. We also feature How-To videos available on StarHub's YouTube channel. The CS team then direct people with queries to these resources for answers and discussions on solutions. This reduces reliance on call-centre personnel.
TKB: 100,000 views over 55 articles How-To Videos: 29,360 views
One of our articles on TKB:
Categories on our Knowledge Base:
Screenshot & Link of one of our How-To videos: http://www.youtube.com/watch?v=UhlUa3zn034
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Entry submitted by: Ben Shute (Benshute ) Manager, Social Business & Emerging Channels
Community: CommSec Community (Commsec.com.au )
Lithy category: Organization Game Changer
CommSec is Australia’s leading online trading platform and a subsidiary of Australia’s largest bank, the Commonwealth Bank. We introduced CommSec Community in May 2013.
CommSec Community’s goal is simple - to be the largest active investor community in Australia. As a business, we recognized the potential to create a vibrant community where investors and traders can discuss trading strategies and ideas, and a place where those new to trading could learn from each other and feel free to ask questions about entering the market.
In launching a Community with Lithium, we have become the first major broker affiliated Community in Australia, giving us a key point of differentiation for our customers.
Recognizing the breadth of assets we have to draw on, we have built the Community experience around the ability to connect and learn from other traders, our expert analysts and our customer support teams.
We have realigned our business in a number of key areas to make it a success:
- The existing social team has been expanded to encompass Community management
- We’ve created specific environment for daily analyst commentary and encourage debate around this content
- In seeking to increase the ability for customers to make information easy to find and self serve, we have taken our FAQ library and expanded this into TKB content, adding a new level of depth and opportunity to cross promote where applicable in the forums.
- We have established a specific area for our new traders to tap into the collective knowledge of our other customers and support teams, with a dedicated team created to manage our customer support through this, and other social channels.
For us as a business, it helps create a better educated investor and at the same time facilitate greater customer experience and self service.
In the first 12 months, the CommSec Community now has over 10,000 registered users having made nearly 50,000 posts, and another 8,000 active guests who return each week to read the content.
Our new to trading board remains the 4 th most popular board within the Community, and has ~ 50% response rate on questions asked being answered by other Community members.
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Entry submitted by: Ben Kay (BenKay) Head of Digital Strategy & Social
Community: EE Community (Community.ee.co.uk )
Lithy category: The Organization Game Changer
Organization Game Changer: Triage
As part of our drive to become #1 for Service in our sector we recognized a need to make a step change in our social support experience. While our EE Community plays a big part of that step change, we recognized the need to take a step back and operate differently.
Since launching our various social web presences we have suffered from an inefficient, unscalable social support operation. This was leading to response times in excess of 24hrs. This was causing considerable negative sentiment within social, and as a result was unsustainable.
We developed the concept of a triage to be the first point of contact for social customers and direct them to the appropriate destination for their query. The destinations included Digital (to support a wider organizational ambition around driving adoption of self service), Community (to support the Community Strategy), Executive Office (for serious complaints/issues), Brand (for marketing engagement) and Press (for media/journalist queries). We also implemented an escalation to ‘click to chat’ to allow account specific (private) conversations to happen between support agents and customer.
This triage concept would take the operational burden off frontline Customer Service agents (and free them up to deliver their core skills).
The goal was to deliver an efficient, scalable operation that opened up customer interactions to the relevant parts of the business responsible for the interaction. Since we have implemented this new way of working we have seen very dramatic results.
Average response time decrease from >24hrs to <1hr
Real-time interactions for marketing
Real-time interactions for Press (on media interesting topics)
LSW has enabled us to bring to reality our triage concept. We have tried a number of social interaction tools, most of which are aimed solely at a support/contact centre environment. LSW is helping break down organizational silo’s/barriers and allowing front line support agents and head office marketers to collaborate and share the social customer experience seamlessly.
Through clear direction setting, shared purpose and determination we have developed a customer experience that changed our customers experience overnight. Whilst simple, it is proving to be a very effective method of providing a completely new social customer experience, much more akin to customer expectations.
Through the implementation of the social triage we have seen:
Dramatic reduction in the time to respond to customer interactions – Time to respond has dropped by 95%
Average Agent Handle Time for Social Interaction down by 8%
Reduction in inbound customer service support calls
Reduced level of operational cost (numbers confidential)
Organization Game Changer- SocialHub
As part of our launch of a completely new brand in the UK market we set a very clear ambition to deliver the Best Network, Best Service, so customers trust us with their digital lives. This nod to the changing expectations of consumers, and the prevalence of digital within the customer experience. As part of this ambition we developed the ‘Social Hub’. The ambition was to create a capability that provides the organization with real-time social insight, to enable us to act faster and act smarter. This physical focal point for social within the organization, not only tracks real-time social conversations, but turns that into actionable insight for the business, from customer services to marketing to press and product development, the insights we gather and provide are acting as a catalyst to enable the organization to work better.
We see Lithium Community and Social Web as fundamental tools to enable us to manage our social conversations, the tools empower staff from across the organization to engage with customers in a manner never before seen.
The Social Hub has fundamentally changed how we operate as an organization. Whether it is from a large product launch to crisis management, the Hub provides physical (and virtual) orchestration of the social experience. Bringing together Digital, Brand, Marketing, CS, Legal and Press teams in a highly efficient, factually informed manner to make timely business decisions.
Watch our video about the EE Social Hub: http://vimeo.com/63160747
Through the orchestration of the social experience we have seen a significant cultural change in how social is managed, with historically disparate departments now working collaboratively on the entire social customer experience.
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Entry submitted by: Hrvoje Puljko (puljac)Community (Forum) expert
Community: Vip forum (http://forum.vip.hr)
Lithy category: The Organization Game Changer
Vipnet is the first private mobile network operator in Croatia, a part of the Telekom Austria Group. By entering the Croatian telecommunications market in 1998, Vipnet introduced competition into mobile telephony. Over the last 15 years Vipnet acquired the status of the most renowned innovation leader on the telecommunications market in Croatia.
Vipnet was the first in Europe to demonstrate the HSPA network, thus offering mobile Internet access that is faster than ADSL. Furthermore, Vipnet was among the first in the world to successfully test HSPA+ technology for mobile broadband. In June 2013 at the Faculty of Electrical Engineering and Computing in Zagreb Vipnet set a new world record for the fixed segment with speeds of 5 Gbit/s using the hybrid fiber coaxial (HFC) network, and in the mobile segment presented speeds of up to 300 Mbit/s based on 4.5G – LTE Advanced technology. In September 2012 and again this year Vipnet was proclaimed winner in the Best value for money for business in the Business Best Buy Award. Vipnet currently has more than 2 million customers.
Vip forum as a goal has multiscreen customer experience, to increase street credibility, and to be customers' first choice when searching for support information.
Vip forum also has a purpose to increase brand awareness and to be the place for engaging existing and future Vip customers.
REORGANIZATION AND PROJECT KICK-OFF
In just 4 months by reallocating right resources on Vip Forum project, together with support of Lithium partner, Vipnet managed to successfully launch the unique place (Vip forum) for online discussions about telecom technology, products and services in Croatia.
Reorganization was done by shifting a true gamer in the heart, from direct customer care phone/email support into responsibility of developing what was proved to become a self-maintaining and self-developing crowd source care center.
This was highly appreciated by forum members, because, one of their kind is managing the forum.
THE LAUNCH (Video streaming conference)
In order to present Vip forum to a targeted audience, the launch of Vip forum was done via online press conference streamed directly on the Vip forum where journalists, as well as all new community members had a chance to ask questions (to our company MCO and Community Expert) directly on the forum and received answers in real-time.
With this innovative approach to launch presentation, Vipnet opened a new path for presenting all other new projects and products.
And of course, internally Vip Forum is supported by new line processes in company. We are especially proud of our process which is proving maturity of our organization and also is supported by our MCO – customers should test devices & services!
INVOLVING OFFICIAL MOBILE PHONE REPRESENTATIVES
Aside from customers, the significance and importance of Vip forum has also been recognized by several major players in telco manufacturing industry, such as HTC and Nokia, who have chosen to be present as active users on the forum, providing direct support to its customers.
With this move our customers gain additional benefit, not only from Vip as a telecom company, but also from official mobile phone representatives which they use:
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Entry submitted by: Bill Gerth (Gertht96) Director, Customer Service Strategy & Ops
Lithy category: The Organization Game Changer
Comcast, a fortune 50 Company, is the largest mass media communications company in the world by revenue. Comcast is also the largest cable and home internet provider in the United States, servicing customers in 40 states. Comcast strives to provide superior customer service though all channels-traditional and atypical. In recent years Comcast spent considerable energy and resources developing its digital strategy. Social Care and engagement is managed within Comcast’s Care team, National Customer. Our goal is to support customers in their preferred channel while enhancing the customer experience and enhancing product knowledge. While social care is still new to most organizations, including Comcast, we quickly recognized that there are critical areas of focus to deploy a successful program. This includes ramping up a strong operational and technological infrastructure capable of integrating social into our broad operations model. This allows social to feed into all organizations providing for both rapid customer engagement and collaboration and message synchronization across all channels.
Comcast’s Digital Media Outreach (DMO) team has set and continues to drive an ambitious social media agenda encompassing technology, operations, broad functional alignment and support from all levels of the organization. Comcast has deployed Lithium products to help meet our goals to make significant improvements in our customers experience using social media. Through the use of these tools we have been able to create broad partnerships across the organization. This includes our communications and PR teams, marketing, operations and quality teams. DMO information is being used to augment business processes ranging from customer satisfaction to retention and sales to outage detection and prevention. The winter Olympics provided an opportunity for Comcast to showcase the social media platform in preventing incidents, resolving customer issues quickly and directly, and engage customers in entirely new and innovative ways.
Lithium’s products and services have supplied Comcast with the ability to track measure and engage with our customers in real-time on preferred customer platforms. This includes:
LSW: In order for Comcast to provide superior social media customer service while maintaining a single message, it was necessary for the company to develop a singular, seamless workflow. The LSW product has been integrated at the corporate and divisional levels for care, marketing, communications and sales to allow customers to have a top-quality in-channel experience. LSW has also helped us understand inbound volumes as we work to develop a true operational social care model which includes forecasting, service level management and staffing requirements. Within five months of launching LSW, we were able to justify a 30% increase in staffing through the use of clear and concise operational reporting. In a most recent case study, Comcast brought on 10 additional agents to support customers during the winter Olympics as social volume was expected to increase as much as 40% in a short three week period. Comcast has a complex organizational structure with Care resources deployed geographically by division. Each division assigned several resources to assist the corporate Digital Media Outreach (DMO) team by handling geographically specific questions and concerns. LSW allowed DMO to seamlessly re-queue work to our additional support teams. As a result we eliminated thousands of out-of-channel escalations by enabling the front line employee’s best equipped to handle these contacts to do so immediately. Our marketing team also used the publisher feature to provide great Olympic content through the duration of the event.
Community: Comcast has built a 2 million monthly peer-to-peer participation community, using Lithium’s platform. Our community is different from third party social networking sites in that we are finding more brand advocates and loyalty within the community. Comcast utilizes this audience to provide customers the opportunity to become beta testers with certain product releases. This is also the only channel that has over 100 internal employees from throughout the company participating from a product, care, marketing, communications, engineers and user experience standpoint. Through Lithium we control the content and knowledge base within the community’s approved solutions. Community posts and engagement can also be fully integrated into LSW, allowing us to engage with customers on multiple social platforms simultaneously while inviting third party platform customers into the community through sharing of publically available and approved solutions within our help and support site and communities. This helps the agents to both engage properly with the customers and provide an efficient way to enable future self-service.
Social Operations Center: Comcast and Lithium teamed up to create a monitor wall or better known within Comcast as the Social Operations Center (SOC) to provide real-time volume, operations and social feeds. The SOC was designed specifically to act as an early warning mechanism for Comcast’s National Customer Operations team as we headed into the winter Olympics. The Olympics is a significant event for Comcast and we needed to deploy a sophisticated way to monitor all social volume for any possible network feed issues and proactively alert the right internal fix group. The SOC’s launch demonstrates our continued efforts to push the limits on what social media is capable of providing to the operational infrastructure of a complex organization such as Comcast. The social operations center was active within the Olympic war room and is still currently active in our national workforce management center. The SOC allows us to find groups of customers in real time who are reporting service concerns and the opportunity to escalate to the appropriate fix groups more rapidly than possible via traditional care channels. Through this system proactive customer messaging become possible - potentially preventing significant call, chat and social media volume while providing a better overall customer experience with consistent messaging created and make available in all channels.
Lithium social Web was launched as a cross functional solution for organizations to engage properly with customers. Currently we have four organizations using LSW for proper customer engagement and seamless customer interaction.
The Comcast Community forum gives our internal experts (from all over the company) an opportunity to engage with customers who may have concerns with a specific product. The community allows customers to speak with the appropriate internal expert for proper assistance. The community also allows our internal experts to help many with one response. Superusers also play a large part in the community life cycle, assisting with peer-to-peer engagement.
The Social Operations Center delivers social real-time brand content company wide. As mentioned above this is used for multiple purposes to analyze data, catch real time trends about the brand and show team productivity.
LSW : The DMO team is challenged to provide at least a 25% in-channel resolution rate and no greater then a 10% ticket escalation.
Community : The increase of community page views and participation is a key driver of our community growth.
SOC : The Early Warning System enables a real-time escalation and proactive response from the brand. Due to the effectiveness of Twitter and other similar platforms, we are able to identify events almost 30 minutes in advance compared to traditional lines of support.
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Entry submitted by: Jasmin Boudreau (Jasmin ) Community Manager
Community: BRP Community (https://community.bossweb.brp.com ), a private B2B community
Lithy category: The Organization Game Changer
BRP: Who we are, what we do and what’s our story!
BRP is the world leader in the design, manufacturing, distribution and marketing of motorized recreational vehicles and power sports engines. BRP products are distributed in over 100 countries by more than 3,500 dealers and distributors.
What makes your heart race? How often to you take the time to smile ear to ear and share good time with your family
We push ourselves for it. We come together to earn it. We try and try and try again to reach that prize. It's our motivation, our inspiration to move forward. It's the reason why we stand back up every time we fall. What are we talking about?
We are the company that invented the snowmobile and we`ve built 3,000,000 sleds to date!!!!!
We are not bringing you to the water; we are the company that brings the water to YOU.
We believe in a world where everyone can experience the exhilaration of the open road.
The riders. The ultimate rush. The Can-AM off-road thrills are never-ending.
LIVING THE LIFESTYLE. SHARING THE PASSION.
Take a deeper look at our culture in this short but powerful video: BRP - The history is made of stories
Now that you have a better understanding of who we are and what we do, you will better understand why we did our transformation and the pressure was high. We will also show you all of the reasons that explain why we deserve this award.
The Organization Game Changer
The BRP Community links all of the BRP dealerships and BRP together across the world to share advice, technical expertise and to connect in a completely different way. This community is the ONLY one in the power sports industry.
Our Community is a private Business to Business community and has been active since February 2012. We are still relatively young but have shown a tremendous growth and success since our go-live.
For years our North America after-sales support department have supported our dealer network by picking up the phone and answering questions. Considering our large dealer network, our continual growth of business, the complexity of vehicles and the large call volumes, we needed to change our methods of supporting our dealers.
Combined with the complexity of questions, the increasing volume of requests, the dealer survey results and the on-going frustration of not being able to provide more added–value in our customer lives, we decided it was time to change. We needed to look at the service experience and the structure of our after-sales department to address the challenges our network was facing in their day to day and meet their expectations of our company.
We decided to change our call center to a contact center by using new technologies to move towards a Dealer service transformation (DST).
2013 was the year of transformation for our BRP North-American after-sales service team and we changed the way we interacted with our dealers.
The changes took place with 4 key pillars
1) Leveraging our Knowledge center
2) Increasing the community usage and integrating it in our dealer`s day to day operations
3) Introduction of webcases to receive questions from our dealers
4) Changing the team structure to support our dealers by Regional Teams accessible via multiple channels instead of reaching departments and silos.
What does this mean to you, to us, to our customers?
We want to make sure our customer’s vehicles are fixed right the first time and that our customers never lose a ride!
Where Lithium does comes into play against our business goals?
The BRP Community powered by Lithium is a critical asset in our transformation.
“We cannot become what we want to be by remaining what we are!”
At this point, we are no longer a call center but rather a complete hands-on contact center.
Whenever a Dealer in service is looking for BRP information the 4 steps we ask them to take are the following: 1- First look on the Knowledge Center.
Dealers can now type a VIN (vehicle identification number or serial number) or use the keyword box to search hundreds of articles and technical information related to the unit in their service bay. They now have access to a VIN centric tool simplifying the amount of time and effort to have the information right away. They now have access to the best knowledge information from our top technicians 24/7 without calling in.
Our networking is consulting over 43 000 technical articles per year.
2. Go to Community and use the search tool for the network to provide support.
Our dealers can now follow BRP in this live environment and be informed on a daily basis on all parts, technical, and warranty related questions or any other after-sales service topics within this one stop shop. It’s also allowing them to access other techs around the globe. It’s given the chance for dealers to leverage the thousands of years of experience with BRP vehicles where before they were limited to their facility.
In the last 3 months, during our biggest Ski-doo season, we saw amazing numbers on our Community. Over 865 000 pages were viewed by 41 000 visitors. Remember, we are in a B2B environment so we are limited in the amount of users we can have and we need to keep them coming.
Again, this is not a typical community with customers coming in for their own personal interests. These are technicians and service managers that are taking time from their typical day to day activities to go in an environment that isn’t truly natural to them. Considering these users are not computer enthusiast, they could have felt that an online community was a waste of time and money but this was not the case as we see them coming back over and over again. This demonstrates our true success.
In the event they didn't find they were looking for, the step 3 comes into play.
3. Dealers can also submit a Webcase to get support from our Regional Teams.
We now have an online webcase system that allows for dealers to reach us whenever they feel the need to send inquires. We can prioritize their requests and within the same dedicated amount of time we will answer them. No more wait times on the phone, nor do they need to adjust their needs with our schedule.
We can provide a direct answer through the webcase and point them in the direction of the Knowledge Center or Community when necessary.
4. The Contact Center:
For more complex or pressing issues, the BRP phone service also supported by our Regional Team is also available for our dealers. We receive hundreds and hundreds phone calls from our network.
Because of our Knowledge Center, Community and Webcase tool dealers can now use the time to phone us in order to discuss more complex issues without being rushed or having to wait on hold for long periods of time.
Why is BRP the ideal candidate for this award?
We are the only manufacturer in the entire power sport industry with a dealer community (B2B) in place. This is a tremendous achievement for our organization to have such innovation and success while being able to have our dealer network support this change.
The dealers, mostly multi-brands, are recognizing the power and benefits of our approach. It was a very big challenge for BRP to have them change their habits of going from phone to using our online community. We`ve heard so many times at the beginning of this transformation: “I don’t want my tech to lose time on the internet .” Or “ I’m paying him to wrench, not to push keys on a keyboard ” and the typical “Why would I spend time using your tool if I can just call you?”
Today we are no longer getting these comments, we are simply getting accolades and dealers will tell you that they cannot imagine working without these tools.
We are a Canadian company using technologies to outperform larger American or international competitors. It’s not an unfair battle; it’s a question of innovation, creativity and passion.
One of the ways to define our culture and company comes from this short video:
The ultimate power sport experience - BRP the power to the go!
The partnership, a similar culture and passion and the will to change
The partnership between Lithium and BRP becomes a natural fit for our transformation but also falls within our culture of passion and willingness to do more for our customers and to strive in being the best at what we do.
The BRP community helps in so many ways:
Increasing shop efficiency and faster turnaround time : It’s much easier for our dealers to get answers to fix units of customers: The service is never closed at BRP since the community connects the planet together.
Securing vehicles that are fixed right the first time It’s allowing dealers to find the right information in minimal time and preventing customers to have to bring back the vehicle due to an improper fix.
Better CSI scores and greater chances of not losing a week-end of fun: It’s helping dealers increasing the customer satisfaction by increasing technician’s knowledge and skills.
Service experience and greater connection between BRP and the dealer network: It’s allowing BRP to secure strategic initiatives to help secure MOTs (Moment of truth). The service MOT is one of the key pillars for our customer satisfaction.
Access to our partners in ways we never seen before : It’s allowing BRP to receive instant feed-back from our network in a real time environment and benefit from a continuous communication stream.
Remove pressure on our Contact center: The users and the MVPs in the community are allowing us to focus on more complex cases and offer added-value where it counts while the rest of the network is supporting each other by deflecting request to us and allowing dealers to have answers outside our business hours.
The question you have: Yes, that's all nice but what does it mean in numbers?
Within our closed environment where we operate with a limited amount of dealers and distributors, our metrics are not the same as the typical B2C ou P2P. For others, our metrics may look marginal but for us, and based on Lithium internal benchmark, we know we have outstanding results and a fantastic story to share. History is made of stories; our story can also be understood with numbers.
We have seen incredible growth in 2013. In the last 12 months
Overall posts: 41 000 and 80% growth
Logins: 1 344 000 and 134% growth
User sessions: 1 200 000 and 252% growth
Accepted solutions: 3 100 and 77% growth
Searches: 100 000 and 51% growth
Combining theses metrics to some of the previous numbers on the community we`ve shared at the beginning of this submission, you can see our dealer support transformation unfolding right before your eyes.
We truly believe that The Organization Game Changer award is meant for us.
We have changed the communication method used by a thousand dealers after decades of habits;
We were able to completely remodel and reshape our internal departments to remove silos;
We leveraged new technologies to everyone’s benefit;
We now have put the customer at the center of the operations.
More importantly, all of this transformation wasn’t possible if we didn’t have a strong community, powered by Lithium, supporting our goal and vision.
What are our next challenges? We will find new creative ways to push these innovations and support mechanism to uncharted territories and show our competition, within our industry, that we are true leaders. Everywhere & every time we put our mind, passion and efforts in our service and in our products is one more step closer towards providing our customers the ultimate experience.
You don’t believe it? If we did this, nothing can stop us. Just Watch us!
Please see the following deck to better understand the overall transformation that took place in 2013 in our NA after-sales department:
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Entry submitted by: Lindsay Conant (LCMG) Digital Marketing Manager, Social Care
LSW: www.facebook.com/moneygram and www.twitter.com/moneygramme
Lithy category: The Organization Game Changer
It’s a big world out there. People now move across continents, through time zones, and around the globe with staggering speed, frequency, and efficiency. And when they do move, they need a way to move their money as well. While banks usually facilitate this need, there is a surprising population of individuals and countries that are either underserved by – or unable to fully use – traditional banking services.
For those individuals, MoneyGram, offers worldwide money transfer services through a network of 336,000 agent locations – including retailers, international post offices, and financial institutions – in more than 200 countries and territories. That’s more locations than McDonald’s, Starbucks, and Wal-Mart combined!
In the money transfer industry, sales are traditionally driven by word of mouth and methods of doing business and internal corporate structure are slow to evolve. Therefore a decision to become a more consumer-centric, socially-devoted company was a significant challenge for MoneyGram.
As MoneyGram’s Digital Marketing department began to nurture a stronger relationship with our customers via communication on preferred social media channels, and witnessed impressive growth of our online community, customers immediately started engaging with us to resolve service questions and concerns.
The ability to provide reliable money transfer services for our consumers is critically important to our business. Meeting the needs of consumers who use money transfer services is far from a simple Monday to Friday, 9 to 5 endeavor. Customers rely on MoneyGram services to enable them to complete financial transactions, quickly and securely, to send money to family members and loved ones across different time zones – often money that is intended to help with family emergencies and other important events.
And because our business consistently deals with fraud and privacy risk, we deemed it essential that our customers have a fast connection to our top-tier customer care team to address these concerns – 24/7/365. Timeliness and effectiveness are key. We also wanted to significantly decrease response time and streamline a fragmented customer support process by enabling our customer support team to directly engage with customers on their preferred social media channel.
To address these goals, we resolved to change and refocus the way we approached our customer relationships on social media by strategically combining our marketing channel customer support with our global contact center to respond to and resolve issues more efficiently. This would require a significant cross-functional collaboration and a shift in established social media procedures and customer service methodology within the organization.
Previously, Digital Marketing and Customer Care functioned in distinctively separate “silos.” The Customer Care department focused on issues received from the call center. The Digital team was dedicated to addressing communication with the online community to develop relationships and brand loyalty with customers. That’s where Lithium came in.
Lithium enabled our social care program to grow from one person to a team of eight, quickly and effectively, by providing an easy-to-use, single-engagement tool that:
Met the unique needs of both marketing and customer care
Ensured one source of metrics and one message internally
Provided a customer profile and conversation history that protected against duplication of conversations and requests
Offered scalable workflow management and agent specific metrics which was essential for staffing, training, and performance evaluation purposes
Enabled us to share the voice of the customer back into the business to drive actionable results
Our business partnership with Lithium commenced in October when social care was still being monitored and responded to solely by the Digital team. Both Digital Marketing and Contact Center leadership then worked together diligently to establish an alliance where both sides trusted the value of social media as a communication channel, and understood the needs of our global customers online.
With limited resources, we did not have the luxury of appointing a team solely dedicated to social care. To solve this issue, we addressed social care as a ‘rotating task’ to be carried out by current customer care representatives. Digital Marketing collaborated closely with Contact Center decision makers to agree upon an agent profile and identify the skill sets required for successful social media engagement. With this blueprint, Customer Care was able to select an effective Social Care team made up of senior representatives who fully understood our products, compliance, and legal guidelines.
Along with meeting the initial challenges, Lithium gives us the opportunity to expand our social care initiative and continue to address our customers evolving needs.
The impact on the organization was significant, highly successful, and received company-wide recognition and acknowledgement. Now, with the help of Lithium, MoneyGram enjoys the benefits of a cooperative relationship where two previously exclusive business channels can combine their respective expertise to serve the needs of our social media community, quickly & effectively, provide in-channel resolution of issues, and realize the potential to convert dissatisfaction into solid brand advocacy. Customer Care now looks at themselves as more than simply a “call center” and has repositioned the department as a “contact center” that can communicate with customers on a variety of different channels. And most importantly, they are now creating customer service roles that will be primarily focused on social media.
Our compliance, fraud, and security departments also gained more visibility into our customer’s online conversations and were, therefore, able to identify and respond to the most current and relevant customer concerns.
Additionally, our customers benefit in the ability to communicate directly with customer service representatives via our social media channels to resolve service issues and, at the same time, continue interacting with MoneyGram as a social media community member.
Here’s an example of how MoneyGram’s 24/7/365 Social Care program is directly impacting and improving the customer experience.
As well as improved customer experience, the new social care focus has enhanced our ability to protect our customers from fraud activity that involves money transfers. The interaction below shows an actual scenario wherein we were able to alert a customer to a possible scam before they became a victim.
Our Business Results:
Since implementing Lithium in October 2013 MoneyGram has:
Increased the number of customers assisted per month by 46%
Increased social care outbound volumes per month by 95%
Decreased conversations requiring off-line resolution per month by 17%
Reduced response time by 93% – to just over an hour – in February
“It would be difficult to overstate how game-changing MoneyGram’s efforts to improve our customer experience has been for our organization, both globally and locally,” according to Christina Martin, Vice President of Digital Marketing. “In an industry that is rooted in established business procedures, even minor changes require careful planning and thoughtful internal coordination. Changing the way we looked at social media and its contribution to our customer care efforts was, in essence, a remarkable evolution. It gave birth to new business opportunities, increased service efficiencies, and unprecedented cooperation between departments. And through this shift in thinking, Lithium was instrumental in providing us with the exact tool we needed to make the transition smooth and highly successful.”
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Entry submitted by: Becky Scott (lolagoetz ) Sr. Project Manager
Community: Tech Zone (techzone.cisco.com ), internal community
Lithy category:The Organization Game Changer
Powered by the Lithium platform, we are shaping the new Social Knowledge Management Environments (SKMEs) that are transforming the way employees and customers create, consume, iterate and reuse knowledge across the enterprise. Through collaboration with partners and customers, we jointly address customer opportunities and challenges, capture, transform, and evolve intellectual capital across organizational boundaries into knowledge assets; while keeping stakeholders informed at all stages of our processes. We are converging Social & Enterprise Collaboration, Content Management and Knowledge Management within our SKMEs. Through our methods and capabilities of delivering SKMEs, we are able introduce new ways of thinking about how we do business as an organization.
We are part of Cisco Services – specifically the Services Transformation organization responsible for Intellectual Capital Transformation (ICT). Our goal is to transform the way we capture institutional knowledge at Cisco by not only changing business processes and outcomes, but changing the way people think about social knowledge and collaboration. We are doing that by delivering capabilities in which users can collaborate to solve problems and quickly identify solutions as candidates to be knowledge assets. Additionally, we’re evolving our workflow for content and knowledge management dynamically, thereby transforming our processes from three down to one. We are successful when people across the company are freely creating intellectual capital with each other in such a way that others can reuse it and improve upon it later. By realigning the way we do business, we focus on reducing costs and increasing revenue. These focus areas are nothing new to any business. However, we achieve this transformation by disrupting the how and why of our business workflows to achieve greater efficiency and improve customer satisfaction through four foundations: Collaboration Opportunities, Expertise Acceleration, Content Lifecycle, and Knowledge Trace Back
By leveraging the Lithium platform we are able to deliver the following foundational benefits:
1) Collaboration Opportunities: Aligning our business processes across organizational boundaries, we are changing the way we interact and operate as a business. Using the tools that enable our Social Knowledge Management Environment, we provide real-time collaboration and push our business activities internally and externally. For example, we have a company-wide initiative that crosses over many areas of responsibility (silos). We need a source of truth for gathering information and connecting with others. We host discussions around the initiative that include our approach, the relevancy of what we're doing, why we're doing them and manage the projects connected to the initiative within our collaborative environment. We leverage Lithium to accelerate our ability to disrupt the usual way of doing business by bringing information into one place. It allows experts to find each other and a community can form around it. This has created a more transparent and collaborative culture.
2) Expertise Acceleration: Our Social Knowledge Management Environment expedites the processes of transforming new knowledge workers into experts, and sharing / contributing new information dynamically. For example, a relatively new executive needed a quick consultation and advice about a project. At the same time, he joined one of our webinars around the topic of securing networks. This webinar led him to Cisco Community Connector where he was able to explore, communicate and collaborate with his peers in other companies and industries. The result was an increase in his connections, more knowledge around his topic, and a greater network of resources than he had before. Just by being involved in the community, he gained the real-time knowledge that he needed to recommend the right solutions for his company.
By increasing this executive's ability to learn and be mentored, we've extended the learning process outside of the traditional training model. Learning new skills is enabled from within the platform by giving users and knowledge contributors instant access to knowledge from a variety of sources they didn't have previously.
3) Content Lifecycle: In the past, collaboration occurred in environments—such as email, document storage, and IMs—that didn’t require users to rethink the normal workflow or that was not engineered to facilitate easy content retention. Now with our Social Knowledge Management Environments (SKMEs) we not only retain the collaborative exchange, we are able to flag and promote these exchanges into knowledge articles that can be reused and distributed. This has enabled us to do a baseline exercise that wasn’t possible before. Now we’re able to isolate what’s appropriate to share vs. what’s not truly needed. And we keep content up-to-date, dynamic and searchable. It no longer lives on someone’s hard drive, inaccessible to everyone else.
Using the collaboration abilities in Lithium, we’re able to identify opportunities to share information across the enterprise and out to customers. This leads us into a proactive way of managing content within a team, versus the old way of being reactive. Additionally, we’ve become more transparent as an organization by allowing all users to contribute to knowledge (at any stage) instead of creating ideas, documents, and processes in a vacuum.
4) Knowledge Trace Back: Our SKME enables real-time tracking of an asset’s provenance. It provides the ability for us to identify who our knowledge experts are and how we get to them. We have better understanding about the contributors to our knowledge and our knowledge base.
Our Social Knowledge Management Environment connects experts to their contributions, making it possible to trace back and discover the true origin of any knowledge article. This capability drives deeper engagement through incentives, fosters scalable mentorship programs, reduces duplicate efforts, and enables a more efficient business process and streamlined communications.
For example, a customer’s environment was changing rapidly due to new leaders, new deliverables, and unknown factors specifically around BYOD demands in a corporate environment. The challenge was finding a way for the customer to increase his knowledge base and insight into industry practices. We assisted this by connecting him with Cisco BYOD experts and colleagues he didn’t previously have a connection to. It removed obstacles and created a new collaborative network that didn’t exist previously.
As the Intellectual Capital Transformation (ICT) team within Cisco Services, we push the limits of the nature of collaboration. We not only extend and grow our capabilities—providing a comprehensive view of our team activities to various stakeholders—we use our knowledge-sharing and foundational approach to extend the thinking of new groups looking to use social knowledge management. It is about the dynamic, collective nature of social collaboration coupled with knowledge management that signifies the value of the activities producing, retaining, and reusing our intellectual capital in innovative ways. What's different? We're connecting people who hadn't been connected before and removing barriers to cross-functional and cross-industry knowledge through collaboration. It's about leveraging business process and workflow and establishing integral relationships with our technology that impacts the value of true social knowledge collaboration. We connect those senior level managers to each other so they can increase their expertise, learn more, create new content via white papers, or collaborate on things they may not have gotten a chance to do without this dynamic environment. We are creating a whole new model within Cisco that we, in fact, showcase in our own business processes that can be leveraged within any business function. Given the dynamic nature of collaboration we are able to connect experts with users, where before they would have never known the others existed. Moreover, we are able to scale in such as way that an expert can provide mentorship to many peers virtually rather than one or few in traditional mentoring models.
It all starts with conversations, which lead to the community, which provides the connections. As word spreads, more people hear about it and want to be involved. The community naturally grows and produces reusable knowledge because of the ownership the community members take in making it a success. By measuring the number of accepted solutions to questions, the activity of discussions and knowledge bases, and overall user activity within the social knowledge management environment, we improve customer satisfaction and employee effectiveness—all of which can be measured in productivity time.
By leveraging our social knowledge management environment, ICT has reduced the time required for meetings, increased awareness and visibility internally and with our stakeholders, and has been able to move projects forward without the need for additional resources. Additionally, these same methods have enabled our stakeholders to have full visibility into what we are doing and the upcoming priorities, which has resulted in improving their own ability to move their initiatives forward in a more timely manner.
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Entry submitted by: Becky Woodworth (beckyww) Social Media- Sr. Strategy Manager
Community: AT&T Community Forums (http://att.com/forums)
Lithy category: The Organization Game Changer
AT&T Inc. (NYSE:T) is a premier communications holding company and one of the most honored companies in the world. Its subsidiaries and affiliates – AT&T operating companies – are the providers of AT&T services in the United States and internationally.
The AT&T Community was founded in 2002 as a place for AT&T wireless customers to engage in online peer-to-peer support. Initially, the community continued to grow with minimal investment from AT&T. However, in 2010, two main factors stagnated community growth:
1. Fragmented engagement that resulted from additional product lines being added to the community. (A U-verse community was added in July, 2007, and a DSL/Internet community in August, 2009.)
2. Consumers were turning to social channels such as Facebook, Twitter and other unbranded communities.
At the same time, the proliferation of connected consumers led to a drastic increase in customers which expected to get support from and engage directly with brands on digital channels.
From 2002 until 2012, the AT&T Community was home to a group of grassroots community leaders, a combination of citizen and advocate influencers participating in the forum and providing support. The community leaders engaged in discussions and answered questions in their areas of expertise with little interaction with each other. The solutions provided on the forums - a key metric for a support community - stalled with no signs of growth, despite community leader participation.
In 2011, AT&T leadership made the strategic decision to increase investment in the community to help customers get support 24/7 on social channels. We knew an appealing program would drive success by spurring our influencers to engage in more dialogs, create more solutions, and give us feedback. We needed their participation to improve the quality of our content and get valuable feedback on multiple initiatives.
We created an influencer program – the “Award for Community Excellence” (ACE)” - to formally identify and engage both citizen and advocate influencers. In preparation for a late 2012 launch, we engaged experienced outside vendors – including Lithium - to ensure we created a scalable, sustainable program. They analyzed the opportunity, performed a competitive analysis and aligned our team on influencer business objectives. We concluded that we needed to improve the reach and connectivity of the influencer network, the ability of individuals to influence both content and their own presence, and the degree of enthusiasm towards the AT&T Community.
AT&T delivered the ACE program which identified and nominated outstanding community achievement. Selection methodology has two steps: First, a quantitative analysis determines users who demonstrate top participation in the community based on key metrics, and second, we perform a qualitative analysis to evaluate whether or not those top users embody the influencer attributes we wish to recognize. The quantitative analysis is performed by pulling the metrics for the community members and applying an algorithm that ranks them based on the number of posts they made, solutions they provided and kudos they received. (Kudos are a feature that allows one community member to say “thanks!” to another community member.) We then narrow the list of members under consideration to those who scored above the standard deviation of the dataset. Our community managers then use a qualitative scorecard to grade each member’s performance against key influencer attributes. We use a three-point scale to grade each member on:
• Exhibiting a neutral to positive degree of enthusiasm towards AT&T
• Having visited the community recently
• Frequency of posts
• Quality of their replies
• Two-way engagement with community members and AT&T
• Authority, credibility and expertise
We established a cutoff score from the resulting scorecard to identify potential recipients (nominees) of the Award for Community Excellence (ACE.)
Program components include:
a. “ACE of the Month” recognition in the public community and “with photo” in the private ACE category
On our home and on our category pages:
In the private ACE blog:
b. Monthly newsletter (in our first-ever use of the blog style)
c. Custom signature green-ribbon badge
d. Unique ACE role (ranks include Professor, Guru, Expert, etc.)
e. Occasional, infrequent AT&T-branded small gifts
f. Personal assistance with any AT&T-related service issue
g. Additional moderation privileges
In 2013, we improved the program with:
a. Selection and induction of new ACEs
b. Creation of a video promoting the ACES linked to from our ACE Page
c. Development of an AT&T Philanthropy program specific to ACEs. ACEs nominated dozens and ultimately selected five local 501C3 charities to each receive $5,000 gifts from AT&T. ACEs accompanied AT&T External Affairs managers in delivering checks.
ACE dcookie (second from right) and her son with AT&T External Affairs presenting a $5,000 check to the local 501C3 charity she nominated – The Arc of Luzerne County
d. Offering ACEs the opportunity to attend a quarterly conference with AT&T SME’s to cover topics of mutual interest – including community enhancements
e. Opportunities for ACEs to trial AT&T online tools
Today the AT&T Community Forums boasts 59 ACEs representing 23 U.S. states and two Canadian provinces. The ACEs represent a cross-section of our Community and our customer base with professions including a chemist, NASA engineer, butter co-op manager, orthodontic assistant, film producer, seamstress, retiree, etc.
Lithium – as our long-time platform partner – worked with us to create:
a. A rotating carrousel of ACE avatars and stats on our home page
b. A dedicated ACE information page to which every ACE signature links
c. A private ACE category in which AT&T and the ACEs can communicate freely and within that private space – our first-ever blog usage
d. Right-rail recognition of “ACE of the Month”
e. A trial of @mentions in the private ACE category
In addition, we consult with our Lithium Success Manager frequently to share ideas and Lithium moderators routinely advise of threads of interest involving ACEs.
One of the greatest outcomes of the program is the change in perception of AT&T and the community that has occurred since the program began. Our survey showed that 30 percent of ACEs said that the program improved their opinion of AT&T. The kudos use has increased by 36 percent since the program launch. This tells us that our members are more engaged and that they find the AT&T Community to be a helpful and supportive environment.
The last and perhaps greatest outcome of the program has been the increase in customer solutions provided on the community. The monthly average solutions have increased by 58 percent since the launch. This increase provides huge benefit back to AT&T by allowing us to focus on assisting customers with other important service needs, since many questions are answered on the AT&T Community. The solutions are high-quality content that can be reused throughout att.com and found in search results.
The ACE program has greatly benefitted AT&T by building stronger relationships with top influencers, who in turn increase their participation on the community and assist customers with answers to support questions.
The program is popular with the ACEs themselves. The ACEs rated their satisfaction with the program as 8.8 out of 10 on our inaugural survey designed to measure ACE experience and gather feedback. ACE achiever Dcookie expressed her appreciation of the program in the ACE Community in February, writing: “… maybe some of us would have never met or chatted if it hadn’t been for us becoming ACEs. I found that there are really good people here that I’m happy to have met. So I thought I’d say, THANKS, to whoever thought of this idea, it was a good decision…”
We are building strong relationships with the ACEs. Before the launch of the ACE program and its improvements, we did not feel that we could engage the top influencers for feedback because we lacked a connection with them. They were on our community helping our customers, but we had no way to formally and consistently thank them. Now we continually learn about them through the ACE of the month posts, collect their feedback and ideas in conference calls and the private ACE Community, connect with them about support issues and keep up an ongoing conversation. In fact, 90 percent of the ACEs cited the connection with AT&T staff (specifically, our full-time ACE program manager) as being a favorite program component in the survey.
Before the launch of the ACE program, top users did not communicate with each other across product lines (e.g. a Wireless top user never crossed paths with a U-verse ® top user). Now the ACEs have great relationships with one another, sharing information and ideas amongst themselves in the private ACE Community. Our survey found that 74 percent of ACEs cited the connection with other ACEs as being another favorite component of the program. The ACEs regularly congratulate one another for being named ACE of the month or for having one of their solutions highlighted within a support article on att.com. Recently, a U-verse ACE and a Wireless ACE shared knowledge in the ACE Lounge to solve a product problem. A third ACE chimed in and authored an easily-understood history of telephony that we subsequently published in the larger, public community. Another ACE has authored his own technical guide.
We are grateful to Lithium for helping build our ACE program. We’re proud of our ACEs and delighted with the success we’ve seen with the program. We’ve designed the program to be sustainable and enduring and we will continue to recognize and thank exceptional community contributions in the years to come.
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Entry submitted by: Claudius Henrichs (Claudius ) Community Manager
Community: Skype Community ( http://community.skype.com)
Lithy category: The Organization Game Changer
The Skype Community has earned a seat at the table of all levels of the business by delivering:
Ideas –Two major product teams are currently fielding new ideas for their products from the Community with more to come.
Interactions – The Skype Community is made up of both users and staff, allowing previously unseen levels of direct contact with end users.
Insight – Weekly feedback reports to product, marketing and operations are fuelled by inputs from the Community.
Influence – The Community is viewed as a strategic communications asset distinct to social media, blogs, service status and promotional channels.
Since its launch over two years ago, the Skype Community has been the best destination to discuss and learn about all things related to Skype. With over two million registered users across eleven languages, it is a well-established community with deep roots in Skype’s user-base. For that reason, our recent initiatives to develop the Community further have looked into the way Skype does business day-to-day and create meaningful change on behalf of our users.
These efforts have been a resounding success due to the ability of the Skype Community to deliver on four key promises to the business and shift the thinking within our organization.
A good community has the ability to provide a feedback loop in the tail end of the product development cycle. A great community provides clear and direct user input before the development cycle even begins.
More and more product teams are sponsoring idea boards on the Skype Community to gauge user interest and help shape development priorities for their products. At the moment, Skype for Windows desktop and Skype for Windows Phone both have idea boards open, and Community ideas are already making their way into products as a result.
These idea boards, and their promotion through Skype’s social media channels, have been highlighted by the Social Media Examiner as a “great example” of learning from customers what they really want.
While we expand this initiative to cover more of Skype’s products, other teams have not ignored the potential of the Community to generate ideas. The Skype Tips & Tricks blog recently published the first two articles in a series the Community requested through a Lithium poll.
Tapping into this resource has brought Community into the heart of Skype decision making for the good of all its users.
But the Skype Community is more than just a bank that we withdraw ideas from. In order to grow a community there must be some give and take, and we encourage Skype staff to get involved on the Community as well.
Members of staff who make frequent visits to the Community earn themselves the title of Staff Champions. They do sterling work in rewarding our users for their contribution to the Community, but the staff find the experience rewarding too. When we asked one of our Mac developers what was the best thing about being on the Community, he answered:
First of all, it’s not always easy to know what users think about Skype – Community provides one way of finding out. It feels great to see a user's reaction to receiving a reply from an actual developer.
In addition to our regular contributors, we also create live events for users to interact with us. Most recently, we organized the first Ask Skype event using the Lithium Groups feature. For an hour, three program managers answered questions about our iOS client as submitted by Community users.
Creating this direct engagement between our staff and users is invaluable in putting users at the heart of our decision making. As user-focused decision making is a fundamental value at Skype, the Community is widely respected internally for filling that role.
Another way in which the Skype Community has changed how we do business is by providing insight into user thinking, experiences and issues. In Skype, this information is one of the driving forces behind a weekly Product and Customer Experience report. The PACE report is voraciously consumed by the product development and marketing organizations, as well as core operations teams.
What makes the Community unique in this space, and lends weight to its voice in the Skype business, is users’ ability to confirm, clarify or contradict each other’s reports. This often serves to provide a more holistic understanding of issues than can be found in one-to-one contact channels. This makes Community a sought after voice in any and all user focused discussions.
If you were to ask ten people what the best way is to communicate with your users, chances are you’d get eleven different answers. For better or worse there are no shortage of channels through which businesses talk to users, and it’s becoming harder and harder to find the distinctions between them.
The Skype Community, however, has managed to carve a niche for itself separate to social media, blogs, service status bulletins and marketing channels. It is recognized as a channel which has real influence amongst our user-base on all levels of the business.
The Community is sought out by the business as the best place to land communications which:
Request information or log gathering
Address widespread threads of discussion in the user-base
Provide solutions for small to medium size incidents or bugs
This growth of the Skype Community as a communications channel was an organic shift in the business which resulted from recognition of the authority of the Community. That authority stems from the user-base, which the Community represents faithfully throughout the Skype business.
The Skype Community has changed the way Skype does business, whether it’s feeding the user voice into product design, allowing users and Skype staff to interact directly, providing insight post release, or enabling meaningful communications. The ideas, interactions, insight and influence provided by the Community have made the business sit up and take note. That’s a good thing too, because the Community speaks with the voice of the user.
If you think this is impressive, wait till you see what we’ve got coming up. Keep checking in on the Skype Community throughout the year as we continue to expand these initiatives with more idea boards, Ask Skype events and other innovative ways to drive Community into the core of our business.
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