Company: Rogers (Fido)
Entry submitted by: Strickland Hines of Rogers and Caroline Lalonde of Fido (clalonde ), Community and Social Media Support Manager
Community: Rogers Community Forum and Fido Community
LSW social channels:
Rogers: Facebook, Twitterand second Twitter
Fido: Facebook, Twitter, second Twitter
Lithy category: Total Community All Star
Rogers Communications Inc. is a diversified Canadian telecommunications and media company. We are Canada's largest wireless voice, data and cable services provider and are well known for our product innovations as well as for being first to market. The Fido brand is part of the Rogers family.
Rogers and Fido have outlined several areas of focus for 2015; improving the overall customer experience being at the forefront. Our customers are very important to us and putting them first is imperative to our success. The social media team at Rogers and Fido play an integral role in doing so. Both Rogers and Fido have their own unique Community/Social Support teams.
In 2010, we chose Lithium as our platform provider and launched the Rogers and Fido communities. We wanted a best in class platform and a means for customers to self-serve, thereby deflecting calls from our contact centres. The support provided at that time was predominantly peer to peer technical support.
With the successful launch of the Rogers and Fido Communities, we sought new opportunities to engage with our customers; Twitter and Facebook provided ideal social platforms and opportunities we were searching for.
In 2011, we launched our Social Care teams, offering our customers a new and convenient support option. As such, we began to support and engage with our customers on twitter and Facebook. As we earned their trust through the provision of reliable support and information, customers began to adopt this new means of social support and the number of followers grew.
In 2013, in order to increase engagement on our social platforms, the scope of support provided in the Forums was expanded to include discussions on all consumer products and services. We also launched Rogers Idea Box, giving customers a voice to help direct change. Idea Box also served as an additional data collection point for customer insights.
Recognizing the need for better reporting capabilities for our social support, we began searching for a social tool that would enable better customer engagement and provide valuable insights through data collection and reporting. After researching a number of social engagement tools, we settled on Lithium Social Web (LSW) and in 2014, the Social Care team was transitioned to the LSW platform. The transition proved valuable; giving us access to more insightful reporting and new capabilities.
Benefits of a Total Community
A Lithium community and LSW are important to our social strategy of providing customers with convenience through self-serve. LSW enables seamless engagement with our customers, allowing us to respond to their support requests on Facebook/twitter via PM/DM or in public, while the community serves as a lasting source of relevant and helpful content.
In 2015, we began to optimize the Rogers and Fido Communities by leveraging insights from Lithium Social Intelligence (LSI). Our focus was set on content optimization, customer support and redesigning the Communities. We hired a team of temporary employees to review all posts to ensure accuracy and relevance of information, accepted or provided solutions and then created new content via posts, videos and blogs which aligned to contact centre top call driver results. We also hired additional permanent staff to provide direct on channel support to customers in the forums when our Super Users didn’t have the tools to assist.
An important next step in our Social strategy is the integration of our digital properties with the Social platforms we use to support customers. With the capability of the Lithium platform to integrate with our websites, we’ll be able to create seamless buy flows from community to website and helpful peer reviews from the communities on products housed on our website. We began the integration effort with a redesign of both communities to better align each community with its respective website and brand strategy. With Lithium’s support, we were able to successfully launch the redesigned Rogers Community Forums on March 31 and the redesigned Fido Community Forums on April 7.
The redesign and optimization aim at achieving the following:
Deflect calls from our contact centers by increasing our resolution rate to best in class results of 40%
Leap frog the competition, increase and maintain our CHI score to best in class results of 750
Improve responsiveness to 3 hours
Our Total Community results
Today, both the Rogers and Fido Communities are staffed to support customers, and content is created daily, with blogs, posts, videos and live Rogers Ask an Expert events. We have communicated the change within the organization and externally to our customers, leveraging customer facing material like bill messages as well as IVR messaging and transactional email notifications. At this point, if your forum peers cannot assist, there is a Rogers or Fido moderator waiting to help. Today, with post launch resolution rates results at 40%, we can proudly say that the Rogers and Fido Communities are reliable sources of customer information and support.
As we continue with our approach and roadmap into Q2 of 2015, we are well on our way to building a better customer experience.
Rogers Performance Results:
Fido Performance Results:
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Company: AT&T Entry submitted by: Bridgette Butler (Lingoes) Sr. Community Manager
Community: AT&T Community Forums (http://forums.att.com )
Lithy category: Support Savings MVP
AT&T is bringing it all together - helping people mobilize their worlds - with advanced mobile services, next-generation TV and high-speed Internet services, and smart solutions for businesses.
For more than a century, we have consistently provided innovative, reliable, high-quality products and services. Our mission is to connect people with their world, everywhere they live and work, and do it better than anyone else. We're creating new solutions for consumers and businesses to help them mobilize their communications and entertainment.
How our Community meets our customer care business goals
AT&T Community Forums provide 24 x 7 peer-to-peer assistance as well as AT&T direct support during normal business hours to tens of thousands of users daily, supporting customers across AT&T’s diverse spectrum of products and services. Recognizing areas underserved by more traditional support, in 2014 we launched a Third-Party Devices board and a Wearables board, together averaging approximately 75k page views by 45k unique visitors monthly. Additionally, we launched a public-facing board for Samsung representatives to interact publicly with our general community, and a Samsung Ambassadors board for those skilled professionals to interact privately with our 34 recipients of the Award for Community Excellence (ACE) . This innovation directly connected Samsung experts with AT&T experts, resulting in a superior customer experience that contributed to the rise in Customer Satisfaction we saw in 2014. We’ve begun tweeting out our most valuable Accepted Solutions, and linking to them from Facebook.
Example of AT&T Community Forums content in the Social Support Center of AT&T Facebook
To better assist the wider base of customers searching for help on att.com, we increased the number of Accepted Solutions appearing with knowledge base articles by 40%.
Example of “Help from Community Discussions” modal on an att.com knowledge base article
Additionally, the AT&T Community Forums redesign, launched during July 2014, provides in-context features, game mechanics and an unprecedented level of personalization that enables users to tailor their forums experience in new ways. Archiving activities prior to redesign also improved the relevancy of internal and external search results, fostering repeat traffic and increased viewership.
July, 2014 – from “Yawnnnnn”
How Community has changed our customer care organization
Sparked by the community’s success in producing call deflection, AT&T recently launched a team of crack Wireless specialists to assist customers with account and technical issues on the forums, much like the U-verse experts on-boarded in 2013. In addition, AT&T Community Forums was added to the att.com “Contact Us” flow. U-verse customer care agents now routinely refer customers to our Third-Party Devices board for support outside their traditional scope. AT&T’s 200k+ employees – including care agents – learned about the value of our community and especially its star ACEs via recognition in the AT&T Employee Insider newsletter and the AT&T Consumer Blog.
Our customer care business results
In 2014, AT&T Community Forums worked to implement a standardized call shed model through the extraction of Community key performance indicators and pairing visitor calling rates with quantitative sentiment survey data. This model enables us to identify opportunities within each LOB to serve up content that addresses top call drivers, effectively shifting contact volume from our Call Centers to the Community Forums while also growing online adoption. During 2014, AT&T Community Forums shed over 4 Million calls.
Cost avoidance in the AT&T Community Forums determines digital ROI and frequently spurs Officer-level conversation around Community impact to the overall business. During 2014, the AT&T Community Forums generated over $30 Million in savings for the Organization, driving further ideation for additional points of invocation and awareness-building campaigns.
New Threads - Accepted Solutions
On a larger scale, our groundbreaking Community redesign with a faster, simplified user experience launched in July, 2014, yielded a 19% increase in call shed. Key drivers impacting Call Shed include a 54% lift in new thread creation and a 63% improvement in accepted solution development.
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Entry submitted by: Darren Choo (darren) AVP of Social CRM
Community: StarHub Community (http://community.starhub.com/)
Lithy category: Social ROI Titan
StarHub is Singapore's fully-integrated info-communications company, offering a full range of information, communications and entertainment services for both consumer and corporate markets. StarHub operates a mobile network that provides 4G, 3G and 2G services. It also manages an islandwide HFC network that delivers multi-channel pay TV services (including HDTV, Internet TV and on-demand services) as well as ultra-high speed residential broadband services. StarHub operates an extensive fixed business network that provides a wide range of data, voice and wholesale services. Over Singapore’s fibre-based Next Generation Nationwide Broadband Network, StarHub offers a broad range of home and business broadband plans along with a host of advanced media-rich value-added services, such as IPTV for commercial entities.
Best in Social, a Social Business
The objective of StarHub Community is to transform StarHub into an engaging social business by letting different departments execute their social media initiatives on the platform, interacting more intimately with their targeted audiences and thereby positioning StarHub as a leader in Social Media.
A company-wide balance score card was created based on the number of projects the company activated on the platform. It was based on the Threshold, Target and Stretch targets of seven, eight or nine projects.
We achieved the Stretch benchmark of nine projects at the end of 2014 and bagged a regional award for Best Use of Social (http://www.marketing-interactive.com/le-awards-sg/winnersasiaall/). StarHub Community also won the Lithium APAC Star Award (http://www.lithium.com/company/news-room/press-releases/2014/lithium-announces-lithy-award-and-hackathon-winners-at-linc-2014).
The success also enabled StarHub to be a thought leader in several industry seminars, including a Social CRM seminar and a Social Media Branding Conference in Singapore and Hong Kong, a testament to the success of StarHub Community and the credibility of StarHub’s social media presence. https://sg.finance.yahoo.com/news/pacific-conferences-presents-first-social-074500138.html, https://www.apconnections.com/industry-events/all/icalrepeat.detail/2014/08/11/131/-/-
StarHub Community has certainly helped StarHub to achieve leadership in the Social Media landscape, transforming the company to become a more social business and eventually facilitating the efforts of advocates to promote the brand.
In addition to the above strategic objectives, several tactical objectives were also listed:
Drive Peer to peer support
Generate sales leads
Increase customer satisfaction
Attain most socially devoted brand status in Singapore
The nine projects which spanned across different departments of the organisation were:
Content contest on MTV http://community.starhub.com/t5/Latest-Contests-and-What-s-New/Contest-Closed-Win-a-Trip-To-Glasgow-to-watch-the-MTV-EMAs-2014/m-p/99559#M516,
Sponsorship contest on a famous Korean pop star http://community.starhub.com/t5/Past-Hackathons/CONTEST-CLOSED-Win-passes-to-meet-Kim-Soo-Hyun-in-person/m-p/73605#M16,
StarHub e-books product contest partnering a company to form a Writing Interest group http://community.starhub.com/t5/Young-Author-Club/Welcome-to-the-Young-Author-Club/gpm-p/81977
New Channel “Hits” launch contest activation http://community.starhub.com/t5/HITS-TV-Shows/Welcome-to-the-HITS-TV-Shows-group/m-p/81919#U81919
Social TV Blog content for a popular women programme http://community.starhub.com/t5/Lady-First-Episodes/Welcome-to-the-Lady-First-Community/m-p/81285#U81285
Travel group as content strategy for our roaming product http://community.starhub.com/t5/General-Travel-Discussion/Welcome-to-the-Travel-Group/td-p/80637
Local music scene sponsorship contest http://community.starhub.com/t5/Latest-Contests-and-What-s-New/CLOSED-Win-a-pair-of-tickets-to-Xinyao-Reunion-Concert-%E6%98%8E%E5%A4%A932%E6%96%B0%E8%B0%A3%E6%BC%94%E5%94%B1%E4%BC%9A/m-p/94569#M284
Cross Bundle Product market research user reviews and inforgraphic http://community.starhub.com/t5/Hubbing/HomeHub-Review-See-what-our-customers-saying-about-HomeHub/m-p/86839#M324
Revamp of the super user programme http://community.starhub.com/t5/Latest-Contests-and-What-s-New/Meet-StarHub-Community-s-top-contributors-and-advocates/m-p/108091#U108091
Sales Leads Revenue
Although the main return on investment (ROI) for StarHub Community was a reduction in customer support costs, a surprising result was that when we channeled below-the-line recontract EDMs to StarHub Community for a few months, we actually saw huge ROI. A post dedicated to broadband renewal promotions was created and when we directed EDMs to that post, we found that the conversation rate increased from 17% to 26%. We surmised that StarHub Community had become a place where customers can look at the most common questions and they can get their queries answered there quickly. This has become one of the most popular threads with 143,000 views. Considering StarHub has only about over 400,000 broadband households, the reach of the post is quite significant. From the leads generated from the web-based form, we are able to account for S$2.8 million in sales revenue. http://community.starhub.com/t5/Broadband-Recontract-Offers/StarHub-Broadband-Recontract-offer-HomeHub-and-more/m-p/24794#U24794
Customer Support Savings
Within six months of implementation, the traffic to StarHub Community superseded the traffic to starhub.com/support page. It quickly managed to realise significant cost savings of S$300,000 in Customer Support in 2013 through peer-to-peer (crowdsourcing) support.
For 2014, we saw traffic increase by 84% and the resultant cost savings ballooned to over S$500,000. Our top three super users alone spent 3,800 hours on the community helping others!
Based on a poll we did, we found that 43% of visitors to community were here for support reasons and 82% eventually got an answer resulting in 34% of them no longer needing to call the contact centre.
Customer Satisfaction and Brand Equity
Based on internal brand equity study results, StarHub scored significantly higher ratings on “online brand support forums” as compared to its competitors which have contributed to StarHub improving in the national published study on customer satisfaction according to The Customer Satisfaction Index of Singapore (CSISG).
Because of the TKBs and accepted solutions on StarHub Community, we were able to provide better responses on Facebook, which remained the primary source of customer support queries on social. The improved efficiency helped us earn the coveted most “Socially Devoted” brand in Singapore according to Social Bakers for all 4 quarters of 2014.
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Company: Barclaycard Entry submitted by: Jennifer Hitchens (JenH) Community Manager
Community: Barclaycard Travel Community (BarclaycardTravel.com )
Lithy category: Marketing Champion
Barclaycard US is the 9 th largest credit card issuer in the US. We believe that building community environments helps to support our credit card products creates a differentiated customer experience through enhanced support and innovative engagement.
The Barclaycard Travel Community: A portion of Barclaycard cardmembers are invited to join a community, share their travel experience, look to other members for travel inspiration and earn miles for engaging in community activities.
BarclaycardTravel.com is a one of a kind travel community where Barclaycard cardmembers and non-cardmembers can share travel experiences and earn miles that can be redeemed for travel rewards or e-certificates. Lithium’s community platform is the driving force behind out latest marketing initiative for the Barclaycard Travel Community.
The Barclaycard Travel Community Great Getaway Giveaway Campaign
This campaign utilized the Lithium platform capabilities in 5 different ways to launch an online sweepstakes promotion in November of 2014 called the Great Getaway Giveaway.
The primary focus of the marketing campaign was to increase community registrations to BarclaycardTravel.com and helped in exceeding the 2014 goal of 100,000 total community member registrations.
Using the Lithium platform, we were able to develop a campaign that would:
Represent the premium quality of the Barclaycard US brand in design and experience
Increase awareness of the Barclaycard Travel Community
Include meaningful interactions with contest participants - without creating obstacles to entry
Allow users to stay within a single, mobile-friendly environment
Our marketing campaign
We incorporated a variety of the Lithium platform functionality to build a successful marketing campaign:
1) The Great Getaway Giveaway featured a two-tier prize structure which not only promoted Community registrations through a sweepstakes, but highlighted the storytelling aspects of the Community that utilizes the blogging platform on Lithium.
2) Our customized home page on the Lithium platform enabled us to feature the Great Getaway Giveaway prominently in the rotating image “Hero” area:
3) The Lithium registration and login path was modified to enable existing Barclaycard Travel Community members to sign in, share their dream trip on the dedicated Lithium ‘Great Getaway Giveaway’ Discussion Board for a chance to win the Grand Prize. The registration flow also enabled a new registration flow where new users were seamlessly taken (after registration) to the dedicated Lithium ‘Great Getaway Giveaway’ Discussion Board for the second step of the sweepstakes.
4) We created a responsive registration page that enabled for a seamless mobile experience.
Step 1: (New registration path that is mobile optimized)
Step 2: Submitting a dream trip as an ‘entry’ in the dedicated discussion thread (also mobile optimized). Discussion board was customized for optimal viewing on multiple browsers and devices and Lithium out of box board settings were implemented so that a registered community member could only submit one dream trip.
5) To encourage our active (and newly registered) users to socially share the marketing campaign, we implemented a customized Lithium social sharing component with pre-populated text for a quick and easy method of spreading the word.
We also launched a #TravelSkills Twitter Chat with one of our key influencers, Johnny Jet and reinforced the #GreatGetawayGiveaway hashtag.
#TravelSkills Twitter Chat with Johnny Jet featuring #GreatGetawayGiveaway images in all questions
1,300 tweets with 339 contributors
3M timeline deliveries
Key Participants: Travel and Leisure, Marriott International, SmarterTravel, JDAndrews, Brett Snyder
Our campaign results
Great Getaway Giveaway Campaign Results:
Exceeded 100K Goal
31,824 new registrants: Exceeding our total campaign goal by 59%
26,510 “Dream Trip” submissions by community members; averaged 1 submission every 2 ½ minutes
430K Page Views during Sweepstakes; normal Page View average is 237K per month.
Increased engagement with existing Arrival cardmembers
During the sweepstakes promotion, increased Arrival cardmembers registering in the community by 20%.
Increase Social Media Mentions
1,123 Social Media Mentions (sentiment was 100% positive):
5% of mentions on Twitter #GreatGetawayGiveaway
27% of mentions on Facebook
Promoted posts = 252 shares
In addition to promoting the campaign via email, we also
incorporated a paid media campaign on Facebook:
14% of all registrations originated from Facebook
Utilized 11% of budget for FB ads
Email Campaigns provided high impact with very low cost:
61% of all registrations attributed from newsletter
Utilized 2% of budget to deploy 3 emails
Mobile capability integral
Integration of social sharing essential
Email targeting highest performing results
Creative assets: build in house
Repurpose existing assets & terms for potential future campaigns utilizing Lithium platform
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Company: British Gas
Entry submitted by: Louisa Martin (louisamartin) Social Media Manager- Communities
Social channels: https://www.facebook.com/britishgas, https://twitter.com/britishgas
Lithy category: Excellence in Customer Satisfaction
British Gas is the UK’s leading energy supplier, serving around 11 million homes, as well as providing energy to nearly one million UK business supply points. Affordability is a key concern for both residential and business customers and our extensive coverage is both a strength and a responsibility. Our challenge in 2014, as an energy industry, is to innovate to drive growth and service excellence while continuing to work hard to win our customers’ trust. We are working with our customers to change British Gas for the better.
Genuinely Helpful customer care and Meaningful Conversations
British Gas ventured into the social media world, with no clear direction, guidance or understanding of how to operate in this area. 18 months ago we had 4 people skilled to deal with contacts on Twitter and Facebook however, we only had 1 person responding to contacts for c6 hrs per day and this was only if calls were not busy or they weren’t needed on webchat.
Today we have a team of 16FTE responding from 8am to 10pm 7 days.
We have an always on approach and interact with commentators not only coming to our channels for customer care, but people talking about life events and situations, where we feel we can be genuinely helpful to them through personalised conversations and content.
This is how we see Social Media for us moving forward:
‘To lead British Gas to Smooth Running, by having millions of meaningful & helpful conversations...
Building trust in a brand where little exists today
Our customers are at the heart of everything we do, every time we speak with them
We asked all our followers across Twitter, Facebook and Google+ for their opinions, to make sure we could meet their expectations.
17% of customers expect to be responded to in under 1 hour
34% want a response within a few hours
36% are happy with the end of the day
13% are happy to wait a couple of days
This points to the fact customer don’t want an immediate response, they just want the right response
What are they interested in?
62% come for customer service
61% for Energy saving tips
61% want money saving tips
This shows us our followers don’t want us to sell to them through our content but they want us to help them reduce their bills through helpful advice and information.
So how did we change and try to rebuild trust?
This allowed our social care team to spend time dealing with the customer instead of filling our excel spreadsheets, whilst all our MI was taken care of by the platform.
Our customers said they didn’t need an immediate response, this allows us to take the time to make sure we do everything for the customer and as a result have set our General response time to 2.5hrs. However, we believe response times do matter, when they matter. We therefore differentiate between different situations:
Vulnerable customers 30mins – Having heating or not can be a life or death situation for our most vulnerable customers. LSW allows us to recognise these and prioritise, so they are dealt with immediately.
Time sensitive (appointments) 45mins – Tweeting asking us where an engineer is, when you need to go on the school run, is a priority, in that moment.
74% of customers contacting us have already contact BG through another channel and have been failed by that channel, we had to make sure when they came through to us, we were the final contact. Against standard procedure in British Gas, we have upskilled the social care team across all business areas, with a target of less than 10% of contacts being transferred out of the team.
Responsive and no flushing
We believe everyone who mentions British Gas has the right to have their comment read. Our care team then make the decision on whether to respond or not. We respond to 93% of comments across Facebook and Twitter and choose not to respond to continual trollers or commentators who we are in Legal dispute with.
What did our customers think about the changes?
All customer care conversations are issued with our NPS survey with our key questions representing the increases below, after changing the way we work and putting the customer first:
On a scale of 0 to 10, with 0 being not at all likely and 10 being extremely likely, how likely are you to recommend British Gas to a friend, family member or colleague?
-9 Mar 2014
+18 Mar 2015
What is your overall opinion of British Gas on Social Media? (Top 3 box – customers who rated us Good, Very good or Excellent)
85% Mar 2014
100% Mar 2015
How would you rate the social media team who deal with your enquiry (Top 3 box – customers who rated us Good, Very good or Excellent) and Top box (Excellent)
Mar 2014 Top 3 box 80% and Top box 70%
Mar 2015 Top 3 box 100% and Top box 82%
These results represent significant changes to the way our customers see British Gas and interact with us on our social channels. Agent scores and channel opinion are significantly higher than voice, email and webchat and over the next 12 months we will work with these channels to feedback how the social media way of working, can be integrated into their areas. Ownership and full resolution in one contact is of paramount importance to social media care and this is now coming through in our results.
We’re doing something with Lithium no-one else is...
Proactive conversations – We’re doing something with Lithium no-one else is...
This year we have been reaching out to social media commentators who are in situations where they need help, but not mentioning British Gas. We’re having 800+ meaningful conversations per month with people to rebuild trust in our brand. We’ve worked closely with Neerav, Luke and the LSW team to manipulate the platform so these conversations can be identified, brought in and served to the appropriate team. This activity is about rebuilding trust in a brand, where it doesn’t exist anymore. If a commentator is talking about having a cold shower due to a broken boiler, we’re intercepting the conversation with a link to a self diagnosis tool on our website. This isn’t about selling our Home Service products, this is simply about showing the commentator we can be helpful. We step away from the customer once we have sent the helpful content and don't re-engage, unless the customer asks for it. Behavioural economics show, by being helpful in these types of situation, if presented with your brand in the future, you will be perceived in a more favourable light.
LSW allows us to have these conversations with influential commentators by delivering conversations from commentators over preset Klout.
This strategy is helping us build relationships with key influencers and stakeholders and has had a +5 impact on our brand sentiment score.
These conversations are having a +7pt impact on our brand sentiment, helping us combat comments similar to:
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Company: Total Access Communication (dtac)
Entry submitted by: Orraphan Saengsawat (nnnfonnn) AVP, Digital Service & Channel Strategy
Community: dtac Online Community (https://community.dtac.co.th/)
Lithy category: Most Creative Community Promotion or Launch
Total Access Communication Public Company Limited, commonly known as DTAC. We are one of Thailand's leading mobile service operators. Founded in August 1989, dtac currently has customer base of more than 28 million numbers (by Q2/2014) with various service freqencies of 800 MHz, 1800 MHz and recently acquired 2100 MHz – prompting dtac to be the only Network in Thailand with the biggest bandwidth at present.
The goal of our Community promotion
Our main objective was to build the customer centricity and cost savings from all forms of contact point, including call to call center, e-mails, social media posts. Customers will help to answer most of the cases.
When we talked about the goal of launching this community campaign, we wanted consumers knowing about dtac's new services so consumers could get closer to dtac and also ask questions, offer feedback on service, and share experiences and also their knowledge. We strived to have this campaign help move dtac SuperFans and brand advocates from other communities to be a part of this community and also help to drive engagement in our community.
Our promotion strategy
We’ve put more effort in the ‘launch stage’ period to establish the community. Most strategy and tactics focused on how to build brand awareness and get more active members participating in community. And in August 2014 dtac had the new CEO, K.Sigve, and our customers love him. So we created ‘Heart Talk with Sigve’, a live streaming event.
‘CEO COMMUNITY ENGAGEMENT SHOWS MEMBER ,YOU’RE THERE AND YOU CARE’
We hosted a Thai online influencer and dtac Superfans special dinner meeting with Mr.Sigve – dtac’s CEO on October 2015. We invited an additional 100 customers who are dtac’s SuperFans from our community to enjoy dinner and talk with our CEO. This special dinner was live broadcast via Youtube channel. And online customers were able to send their question to the CEO via posting in the dtac online community, Twitter, and Facebook.
We have the Commercial video and How to video. The video is running via dtac's youtube channel while customers are waiting for service at dtac stores. Our video had both commercial video that advertises our service and other video to provide an overview on ‘How to use ‘dtac's online community’.
More than 5,000 online users saw the youtube live broadcast and generated more than 1,000 questions
We were able to convert 40 participants (Superfans) at the event to shift from other communities to be a part of dtac's online community where they help answer questions for our community members.
Soft Launch Event:
How to VDO:
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