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Using social media for competitive intelligence

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Kamales Lardi
Kamales Lardi

Presentation to Swiss Competitive Intelligence Association on 19.11.2013. The presentation was focused on how to use social media data for competitive intelligence and included an example of SBB (Swiss Federal Railway). Presented jointly by Kamales Lardi from Lardi & Partner Consulting GmbH and Kevin Michels-Kim from Starling Gmbh.

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Converting social data into intelligence insights 19th November 2013 Hashtag: #scia2013 Kamales Lardi Lardi & Partner Consulting GmbH @kamlardi Kevin Michels-Kim Starling GmbH @ubermarketer Confidential. Do not copy or re-distribute ©LPC
About Us 2 Confidential. Do not copy or re-distribute ©LPC
Social Media Data is freely share online Social media data are the collective information produced by millions of people as they actively participate in online social media channels, such as Facebook, Twitter, LinkedIn and Pinterest. Social media data… • is voluntarily public • represents a natural state of affairs • is relatively easy to access 4 Confidential. Do not copy or re-distribute ©LPC
Social Media Massive amounts of data produced How big is social data? In 60 seconds… • 98’000 tweets are shared on Twitter • 695’000+ statuses updates are posted on Facebook • 1’500+ new blogs are posted Social data contains a mix of useful insights and unnecessary noise – companies require a strong methodology and analytics tools to extract valuable business insights. • 600+ new videos are uploaded on YouTube • 20’000+ new posts on Tumblr • 100+ new LinkedIn accounts created • 6’600+ new photos are uploaded on Flickr Source: http://www.brucesallan.com/wp-content/uploads/2013/07/internet-60-seconds-infographic-1024x723.jpg 5 Confidential. Do not copy or re-distribute ©LPC
Social Competitive Intelligence Example of insights from social media Key Intelligence Topics Industry Dynamics Competitive Landscape Customer Insights 6 • • • • • • Expert / analyst opinions Trends / outlook Key influencers New advancements / innovations Opportunity / market sizing Suppliers / vendors insights • • • • • • • Competitor product / service development Key management changes Job vacancies / key position openings New market entry plans New industry entrants Competitive insights from employees Benchmarking • • • • • • Potential Social Media Sources • Company blogs, forums, communities • Experts / analysts blogs • Professional social networks (e.g., LinkedIn, Xing) • Industry wikis & Google Alerts • Social networks (e.g., Facebook, Pinterest) • Microblog (e.g., Twitter) • Personal blogs (employees) • Product / service comparison sites • Employee review sites (e.g., Glassdoor) • Events / exhibitions attendance (e.g., ºÝºÝߣShare, Flikr) • Consumer review sites (e.g., Yelp, TripAdvisor) • Questions & Answers (e.g., Quora, LinkedIn Groups) • Video sharing sites (e.g., YouTube) Customer preferences & requirements Customer satisfaction Key complaints / questions After-sales support / trainings needs Process enhancement needs Ambassadors / key influencers Confidential. Do not copy or re-distribute ©LPC
Social Competitive Intelligence 5 step process to integrate social insights into business intelligence SOCIAL MEDIA HEALTH CHECK 1. Determine Objectives 3. Analyse Insights • Objectives / goals • Problem statement / hypothesis • Key intelligence topics • Identify target audience & target channels • Review types of potential social data 4. 5. Select Monitoring Tools 2. Setup Monitoring Structure Continuously Monitor & Analyse • Establish team, tools setup • Integrate into overall CI approach • Data collection & analysis • Setup intervention programs • Implement intervention programs • Combine with other relevant data (e.g., customer data, financial data, sales figures etc.) • Refresh, test, learn and refine • Evaluate tools based on requirements (listen, analyse, visualise) Source: http://lardistrategy.com/2012/04/13/5-simple-steps-to-set-up-social-media-monitoring-for-businesses/ 7 Confidential. Do not copy or re-distribute ©LPC
Social Competitive Intelligence Example of potential insights from LinkedIn • LinkedIn is a cross between an online resume and an interactive rolodex. • Potential insights from profiles: o Competitor product / service development o Key management changes o Job vacancies / key position openings o New market entry plans o Competitive insights from employees o Projects implemented o Expertise used • Potential insights from company & industry groups: o Expert / analyst opinions o Discussion on trends / outlook o Key influencers o New advancements / innovations o Competitive insights from employees 8 Confidential. Do not copy or re-distribute ©LPC
Social Competitive Intelligence Example of potential insights from Twitter • Twitter is a microblogging service that enables users to send and read "tweets“, which are text messages limited to 140 characters. • Registered users can read and post tweets but unregistered users can only read them. • There are two kinds: o Official business accounts o Individual accounts • Potential insights from Twitter: o Competitor product / service development o Key influencer groups o Target customer segments o Competitor’s branding message o Job vacancies / key position openings o New market entry plans o Competitive insights from employees 9 Confidential. Do not copy or re-distribute ©LPC
Case Study Twitter business intelligence for the SBB 10 Confidential. Do not copy or re-distribute ©LPC
Twitter is a bit like eavesdropping on train passengers… 11 http://www.flickr.com/photos/16782093@N03/4960953523/ Confidential. Do not copy or re-distribute ©LPC
SBB Goes Twitter Real-time customer service and crisis management for Swiss train travellers 12 Confidential. Do not copy or re-distribute ©LPC
SBB has a bewildering set of Twitter accounts Railservice account only recently run by SBB staff sbbcargo sbbnews Inactive Inactive generalabo SBB takes over Railservice in June 2013 Railservice (private initiative) sbb_innovation railinfo_sbb sbb_labs Inactive sbbconnect Inactive Inactive sbbdigital 2008 13 2009 2010 2011 2012 2013 Confidential. Do not copy or re-distribute ©LPC
Speed Research via Twitter: Three Questions, Three Minutes 1. 2. 3. 14 How is Railservice performing as a customer service channel? What do SBB customers think about alternative transportation? Aside from customers, what do other important stakeholders think about SBB? Confidential. Do not copy or re-distribute ©LPC
Customer service topics dominate the discussion General Travel 8% 500,000,000 Other 3% Railservice tweets per day* Customer Service 89% Source: topic analysis of tweets about or mentioning railservice, n=824 15 Confidential. Do not copy or re-distribute ©LPC
Railservice pro-actively manages inquiries Interactions with customers spike around mid-week 160 140 120 100 80 60 40 20 0 Total Users Total Tweets Source: tweets about or mentioning railservice, Aug-Oct 2013, n=3,869 tweets 16 Confidential. Do not copy or re-distribute ©LPC
What do SBB stakeholders think about alternative transportation? 17 Confidential. Do not copy or re-distribute ©LPC
Alternative transport and strong opinions 2.5% of SBB tweets mention another mode of transportation 350 300 250 200 150 100 50 0 Buses Cars Bicycles Planes Source: tweets on alternative modes of transportation and SBB, n=514 18 Confidential. Do not copy or re-distribute ©LPC
How is the SBB currently viewed in the media? 19 Confidential. Do not copy or re-distribute ©LPC
Twitter segmentation basics Untapped opportunities to engage with additional stakeholder groups SBB 2% Academia 5% Advocacy 19% Government 2% Industry 8% Consumers 53% Media 11% Source: Accounts following @Railservice, with >50 followers, n=3846 , as of 01.11.2013 20 Confidential. Do not copy or re-distribute ©LPC
Media Stakeholders 400+ media accounts, including both «Big Media» Houses and Journalists Publishers and media houses Journalists SRF News Radio Journalist 20 Minuten Independent Journalist NZZ BaZ Journalist, Migro Magazine Ex-NZZ Digital Journalist Source: selected top accounts following @Railservice, as of 01.11.2013 21 Confidential. Do not copy or re-distribute ©LPC
Top-of-mind media issues Alternative Transport 11% Customer Experience 22% Tickets 6% Train Travel 26% Company 11% Switzerland Travelers 8% 7% R&D 9% Source: keywords in media account descriptions, Aug-Oct 2013, n=333 22 Confidential. Do not copy or re-distribute ©LPC
Social Competitive Intelligence 5 step process to integrate social insights into business intelligence Starling Social Analytics Engine 1. Determine Objectives Data Collection & Analysis «Social Panels» Topic Analysis • Keyword selection • Social media coverage • Geographic / market coverage • Stakeholder analysis and segmentation • Influencer identification 2. Analyse Insights • Quality controls • Spam/noise filters SOCIAL MEDIA HEALTH CHECK Source: http://lardistrategy.com/2012/04/13/5-simple-steps-to-set-up-social-media-monitoring-for-businesses/ 23 Confidential. Do not copy or re-distribute ©LPC
Thank you! Social HealthCheck and Analytics : @kamlardi or @ubermarketer hello@starling140.com 24 Confidential. Do not copy or re-distribute ©LPC
Appendix 1 About Lardi & Partner Consulting GmbH 25 Confidential. Do not copy or re-distribute ©LPC
Lardi & Partner Consulting GmbH Wide cross-functional expertise in digital & social media implementation Strategy & Implementation Coaching & Training • • • • • • Definition of overall strategy and objectives Maturity and readiness assessment Alignment to business objectives Project planning and roadmap design Assessment of quantitative and qualitative value (RoI) Online insights & analysis • • • Identification of target audiences & user personas Development of targeted content in varied formats (e.g., animated videos, infographics) Development of social media channel engagement tactics Communication strategy • • • • Content Creation & Activation 26 • • • • • Training and certification program development (e-learning or in-person) Individual and group training and coaching sessions Workshops and facilitation User guides, manuals and other training documentation Definition and development of digital & social media policy Development of social media channel operational guidelines Risks assessment and mitigation actions Design and implementation of internal structure (channel mgmt processes, governance, resources, support structure) Governance & Risk Confidential. Do not copy or re-distribute ©LPC
Lardi & Partner Consulting GmbH Our Social Media tools / methodologies (1/2) Social Media Strategy Framework The step-by-step guide takes a company from the point of understanding the value of social media for business to the point of implementing a solution aligned with the company's strategic objectives and business context. Social Media Maturity Assessment Tool The tool is a 7-question assessment that leads users through several key elements to determine how well they have adopted social media within the structure of their organization. http://www.lardipartner.com/smma/ Social Media Strategy: A Step-By-Step Guide To Building Your Social Business The book introduces an integrated social media framework describing all possibilities of social media in a business and enterprise context. It focuses on ensuring sustainable use for social media along the business value chain. http://build-your-social-business.eu/ 27 Confidential. Do not copy or re-distribute ©LPC
Lardi & Partner Consulting GmbH Our Social Media tools / methodologies (2/2) Social Media Training & Certification Social Media Health Check An assessment of all the social media activities in a company, intended to enable the identification of potential risks and gaps for improvements. Animated Video Design & Development 28 The step-by-step guide takes a company from the point of understanding the value of social media for business to the point of implementing a solution aligned with the company's strategic objectives and business context. Concept design, script and development of animation videos to Use an engaging explainer video or animation to promote product or service, raise awareness, tell strategic story, announce a new policy, summarise report findings, walk through a process, explain a concept or publish a how-to guide. Sample Playlist Confidential. Do not copy or re-distribute ©LPC
Lardi & Partner Consulting GmbH Our team (1/2) Kamales Lardi Managing Partner Background / expertise  Social media strategist with strong background in developing and implementing social media and enterprise collaboration solutions  Lecturer at Zürcher Hochschule für Angewandte Wissenschaften (ZHAW) on social media strategy Special references  LPC recently completed project for UBS E-Channel Solutions team  Developed social media training & certification program (e-learning for employees using social media for business based on UBS social media policy)  +11 years management consulting with extensive experience in social media & enterprise collaboration, corporate strategy development, business process optimization, cost reduction and target operating model design  Social Media video  Former Head of Social Media & Collaboration at Deloitte Consulting Switzerland  Developed Operational Guides for social media channels used by UBS for business  Worked, among others, with clients such as UBS, Zurich Insurance, Swiss Re, Bacardi-Martini, SIG Combibloc  Developed Social Media Strategy Framework, which is being taught at the ZHAW Digital Marketing course  Languages: English, German (basic)  Author of a book ‘’Social Media Strategy: A Step-By-Step Guide To Building Your Social Business’’ Watch Video  Developed training materials for distribution in UBS, including Social Media Playbook, Executive Guide, and Infographics  Developed a social media maturity assessment tool, to determine how well companies have adopted social media for business use, also adopted by ZHAW http://www.lardipartner.com/smma/ 29 Confidential. Do not copy or re-distribute ©LPC
Lardi & Partner Consulting GmbH Our team (1/2) Claudia Magri Senior Consultant (Communication, Reputation & PR) Background / expertise  Communication & PR specialist with strong background in developing and disseminating corporate messages and content across external and internal communication channels  15+ years in developing and executing communication strategies and programs in various corporate communication disciplines and roles  Experience in developing social media governance frameworks (guidelines, social media training & education programs)  Specialized knowledge in integrated media analysis (print, online, social media) for comprehensive corporate PR & reputation/issues monitoring and management  Worked, among others, at Swiss Re and Zurich Insurance  Language background, very strong writing and editing skills  Languages: German (editing level), English(editing level), French, Italian, Spanish 30 Confidential. Do not copy or re-distribute ©LPC
Lardi & Partner Consulting Contact Lardi & Partner Consulting GmbH Gweerhofstrasse 16, 8853 Lachen Direct +41 55 535 44 07 info@lardipartner.com Website: www.lardipartner.com Blog: http://lardistrategy.com/ Lardi & Partner Consulting GmbH helps companies get clarity on their strategic goals and find ways to reach them. Combining professional expertise with proven methodologies, we develop strategies, define pragmatic and measurable solutions and support our clients in implementing them. Our services include: - Social media and collaboration strategy - Reputation monitoring and management - Communication & PR - Executive decision dashboard - Operating model and process design 31 Confidential. Do not copy or re-distribute ©LPC
Appendix 2 About Starling GmbH 32 Confidential. Do not copy or re-distribute ©LPC
Follow conversations relevant to your business Starling140 gives you the pulse of any topic from noise-free and authoritative sources Study converations around any topic or brand, spam-free and on-topic Focus on discussions from customers, journalists, competitors, or any sub-segment of the market Monitor breaking news in your areas of interest Tap into candid, real-time opinions to supplement your traditional market research Learn what customers and stakeholders say, how they feel, and how your brand is viewed compared to the competition 33 Confidential. Do not copy or re-distribute ©LPC
Find key influencers in your area With Starling140’s topical influence ranking, you’ll uncover the subject-matter experts in your business Identify the most relevant and authoritative accounts in any topic Find the origins of important conversations impacting your brand and the competition Map links between subject matter experts, their peers, and their followers Monitor relevant stakeholders and target your brand’s messages to the right people Understand who is driving the discussion around your brand, the competition, and the overall 34 Confidential. Do not copy or re-distribute ©LPC
Starling GmbH Binzmühlestrasse 170a, 8050 Zürich, Switzerland www.starling140.com ANALYTICS BY Kevin Michels-Kim Gerold Geis kevin@starlingpartners.com hello@starling140.com @ubermarketer +41 78 800 6460 +41 79 758 0319 35 Confidential. Do not copy or re-distribute ©LPC

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Using social media for competitive intelligence

  • 1. Converting social data into intelligence insights 19th November 2013 Hashtag: #scia2013 Kamales Lardi Lardi & Partner Consulting GmbH @kamlardi Kevin Michels-Kim Starling GmbH @ubermarketer Confidential. Do not copy or re-distribute ©LPC
  • 2. About Us 2 Confidential. Do not copy or re-distribute ©LPC
  • 3. Social Media Data is freely share online Social media data are the collective information produced by millions of people as they actively participate in online social media channels, such as Facebook, Twitter, LinkedIn and Pinterest. Social media data… • is voluntarily public • represents a natural state of affairs • is relatively easy to access 4 Confidential. Do not copy or re-distribute ©LPC
  • 4. Social Media Massive amounts of data produced How big is social data? In 60 seconds… • 98’000 tweets are shared on Twitter • 695’000+ statuses updates are posted on Facebook • 1’500+ new blogs are posted Social data contains a mix of useful insights and unnecessary noise – companies require a strong methodology and analytics tools to extract valuable business insights. • 600+ new videos are uploaded on YouTube • 20’000+ new posts on Tumblr • 100+ new LinkedIn accounts created • 6’600+ new photos are uploaded on Flickr Source: http://www.brucesallan.com/wp-content/uploads/2013/07/internet-60-seconds-infographic-1024x723.jpg 5 Confidential. Do not copy or re-distribute ©LPC
  • 5. Social Competitive Intelligence Example of insights from social media Key Intelligence Topics Industry Dynamics Competitive Landscape Customer Insights 6 • • • • • • Expert / analyst opinions Trends / outlook Key influencers New advancements / innovations Opportunity / market sizing Suppliers / vendors insights • • • • • • • Competitor product / service development Key management changes Job vacancies / key position openings New market entry plans New industry entrants Competitive insights from employees Benchmarking • • • • • • Potential Social Media Sources • Company blogs, forums, communities • Experts / analysts blogs • Professional social networks (e.g., LinkedIn, Xing) • Industry wikis & Google Alerts • Social networks (e.g., Facebook, Pinterest) • Microblog (e.g., Twitter) • Personal blogs (employees) • Product / service comparison sites • Employee review sites (e.g., Glassdoor) • Events / exhibitions attendance (e.g., ºÝºÝߣShare, Flikr) • Consumer review sites (e.g., Yelp, TripAdvisor) • Questions & Answers (e.g., Quora, LinkedIn Groups) • Video sharing sites (e.g., YouTube) Customer preferences & requirements Customer satisfaction Key complaints / questions After-sales support / trainings needs Process enhancement needs Ambassadors / key influencers Confidential. Do not copy or re-distribute ©LPC
  • 6. Social Competitive Intelligence 5 step process to integrate social insights into business intelligence SOCIAL MEDIA HEALTH CHECK 1. Determine Objectives 3. Analyse Insights • Objectives / goals • Problem statement / hypothesis • Key intelligence topics • Identify target audience & target channels • Review types of potential social data 4. 5. Select Monitoring Tools 2. Setup Monitoring Structure Continuously Monitor & Analyse • Establish team, tools setup • Integrate into overall CI approach • Data collection & analysis • Setup intervention programs • Implement intervention programs • Combine with other relevant data (e.g., customer data, financial data, sales figures etc.) • Refresh, test, learn and refine • Evaluate tools based on requirements (listen, analyse, visualise) Source: http://lardistrategy.com/2012/04/13/5-simple-steps-to-set-up-social-media-monitoring-for-businesses/ 7 Confidential. Do not copy or re-distribute ©LPC
  • 7. Social Competitive Intelligence Example of potential insights from LinkedIn • LinkedIn is a cross between an online resume and an interactive rolodex. • Potential insights from profiles: o Competitor product / service development o Key management changes o Job vacancies / key position openings o New market entry plans o Competitive insights from employees o Projects implemented o Expertise used • Potential insights from company & industry groups: o Expert / analyst opinions o Discussion on trends / outlook o Key influencers o New advancements / innovations o Competitive insights from employees 8 Confidential. Do not copy or re-distribute ©LPC
  • 8. Social Competitive Intelligence Example of potential insights from Twitter • Twitter is a microblogging service that enables users to send and read "tweets“, which are text messages limited to 140 characters. • Registered users can read and post tweets but unregistered users can only read them. • There are two kinds: o Official business accounts o Individual accounts • Potential insights from Twitter: o Competitor product / service development o Key influencer groups o Target customer segments o Competitor’s branding message o Job vacancies / key position openings o New market entry plans o Competitive insights from employees 9 Confidential. Do not copy or re-distribute ©LPC
  • 9. Case Study Twitter business intelligence for the SBB 10 Confidential. Do not copy or re-distribute ©LPC
  • 10. Twitter is a bit like eavesdropping on train passengers… 11 http://www.flickr.com/photos/16782093@N03/4960953523/ Confidential. Do not copy or re-distribute ©LPC
  • 11. SBB Goes Twitter Real-time customer service and crisis management for Swiss train travellers 12 Confidential. Do not copy or re-distribute ©LPC
  • 12. SBB has a bewildering set of Twitter accounts Railservice account only recently run by SBB staff sbbcargo sbbnews Inactive Inactive generalabo SBB takes over Railservice in June 2013 Railservice (private initiative) sbb_innovation railinfo_sbb sbb_labs Inactive sbbconnect Inactive Inactive sbbdigital 2008 13 2009 2010 2011 2012 2013 Confidential. Do not copy or re-distribute ©LPC
  • 13. Speed Research via Twitter: Three Questions, Three Minutes 1. 2. 3. 14 How is Railservice performing as a customer service channel? What do SBB customers think about alternative transportation? Aside from customers, what do other important stakeholders think about SBB? Confidential. Do not copy or re-distribute ©LPC
  • 14. Customer service topics dominate the discussion General Travel 8% 500,000,000 Other 3% Railservice tweets per day* Customer Service 89% Source: topic analysis of tweets about or mentioning railservice, n=824 15 Confidential. Do not copy or re-distribute ©LPC
  • 15. Railservice pro-actively manages inquiries Interactions with customers spike around mid-week 160 140 120 100 80 60 40 20 0 Total Users Total Tweets Source: tweets about or mentioning railservice, Aug-Oct 2013, n=3,869 tweets 16 Confidential. Do not copy or re-distribute ©LPC
  • 16. What do SBB stakeholders think about alternative transportation? 17 Confidential. Do not copy or re-distribute ©LPC
  • 17. Alternative transport and strong opinions 2.5% of SBB tweets mention another mode of transportation 350 300 250 200 150 100 50 0 Buses Cars Bicycles Planes Source: tweets on alternative modes of transportation and SBB, n=514 18 Confidential. Do not copy or re-distribute ©LPC
  • 18. How is the SBB currently viewed in the media? 19 Confidential. Do not copy or re-distribute ©LPC
  • 19. Twitter segmentation basics Untapped opportunities to engage with additional stakeholder groups SBB 2% Academia 5% Advocacy 19% Government 2% Industry 8% Consumers 53% Media 11% Source: Accounts following @Railservice, with >50 followers, n=3846 , as of 01.11.2013 20 Confidential. Do not copy or re-distribute ©LPC
  • 20. Media Stakeholders 400+ media accounts, including both «Big Media» Houses and Journalists Publishers and media houses Journalists SRF News Radio Journalist 20 Minuten Independent Journalist NZZ BaZ Journalist, Migro Magazine Ex-NZZ Digital Journalist Source: selected top accounts following @Railservice, as of 01.11.2013 21 Confidential. Do not copy or re-distribute ©LPC
  • 21. Top-of-mind media issues Alternative Transport 11% Customer Experience 22% Tickets 6% Train Travel 26% Company 11% Switzerland Travelers 8% 7% R&D 9% Source: keywords in media account descriptions, Aug-Oct 2013, n=333 22 Confidential. Do not copy or re-distribute ©LPC
  • 22. Social Competitive Intelligence 5 step process to integrate social insights into business intelligence Starling Social Analytics Engine 1. Determine Objectives Data Collection & Analysis «Social Panels» Topic Analysis • Keyword selection • Social media coverage • Geographic / market coverage • Stakeholder analysis and segmentation • Influencer identification 2. Analyse Insights • Quality controls • Spam/noise filters SOCIAL MEDIA HEALTH CHECK Source: http://lardistrategy.com/2012/04/13/5-simple-steps-to-set-up-social-media-monitoring-for-businesses/ 23 Confidential. Do not copy or re-distribute ©LPC
  • 23. Thank you! Social HealthCheck and Analytics : @kamlardi or @ubermarketer hello@starling140.com 24 Confidential. Do not copy or re-distribute ©LPC
  • 24. Appendix 1 About Lardi & Partner Consulting GmbH 25 Confidential. Do not copy or re-distribute ©LPC
  • 25. Lardi & Partner Consulting GmbH Wide cross-functional expertise in digital & social media implementation Strategy & Implementation Coaching & Training • • • • • • Definition of overall strategy and objectives Maturity and readiness assessment Alignment to business objectives Project planning and roadmap design Assessment of quantitative and qualitative value (RoI) Online insights & analysis • • • Identification of target audiences & user personas Development of targeted content in varied formats (e.g., animated videos, infographics) Development of social media channel engagement tactics Communication strategy • • • • Content Creation & Activation 26 • • • • • Training and certification program development (e-learning or in-person) Individual and group training and coaching sessions Workshops and facilitation User guides, manuals and other training documentation Definition and development of digital & social media policy Development of social media channel operational guidelines Risks assessment and mitigation actions Design and implementation of internal structure (channel mgmt processes, governance, resources, support structure) Governance & Risk Confidential. Do not copy or re-distribute ©LPC
  • 26. Lardi & Partner Consulting GmbH Our Social Media tools / methodologies (1/2) Social Media Strategy Framework The step-by-step guide takes a company from the point of understanding the value of social media for business to the point of implementing a solution aligned with the company's strategic objectives and business context. Social Media Maturity Assessment Tool The tool is a 7-question assessment that leads users through several key elements to determine how well they have adopted social media within the structure of their organization. http://www.lardipartner.com/smma/ Social Media Strategy: A Step-By-Step Guide To Building Your Social Business The book introduces an integrated social media framework describing all possibilities of social media in a business and enterprise context. It focuses on ensuring sustainable use for social media along the business value chain. http://build-your-social-business.eu/ 27 Confidential. Do not copy or re-distribute ©LPC
  • 27. Lardi & Partner Consulting GmbH Our Social Media tools / methodologies (2/2) Social Media Training & Certification Social Media Health Check An assessment of all the social media activities in a company, intended to enable the identification of potential risks and gaps for improvements. Animated Video Design & Development 28 The step-by-step guide takes a company from the point of understanding the value of social media for business to the point of implementing a solution aligned with the company's strategic objectives and business context. Concept design, script and development of animation videos to Use an engaging explainer video or animation to promote product or service, raise awareness, tell strategic story, announce a new policy, summarise report findings, walk through a process, explain a concept or publish a how-to guide. Sample Playlist Confidential. Do not copy or re-distribute ©LPC
  • 28. Lardi & Partner Consulting GmbH Our team (1/2) Kamales Lardi Managing Partner Background / expertise  Social media strategist with strong background in developing and implementing social media and enterprise collaboration solutions  Lecturer at Zürcher Hochschule für Angewandte Wissenschaften (ZHAW) on social media strategy Special references  LPC recently completed project for UBS E-Channel Solutions team  Developed social media training & certification program (e-learning for employees using social media for business based on UBS social media policy)  +11 years management consulting with extensive experience in social media & enterprise collaboration, corporate strategy development, business process optimization, cost reduction and target operating model design  Social Media video  Former Head of Social Media & Collaboration at Deloitte Consulting Switzerland  Developed Operational Guides for social media channels used by UBS for business  Worked, among others, with clients such as UBS, Zurich Insurance, Swiss Re, Bacardi-Martini, SIG Combibloc  Developed Social Media Strategy Framework, which is being taught at the ZHAW Digital Marketing course  Languages: English, German (basic)  Author of a book ‘’Social Media Strategy: A Step-By-Step Guide To Building Your Social Business’’ Watch Video  Developed training materials for distribution in UBS, including Social Media Playbook, Executive Guide, and Infographics  Developed a social media maturity assessment tool, to determine how well companies have adopted social media for business use, also adopted by ZHAW http://www.lardipartner.com/smma/ 29 Confidential. Do not copy or re-distribute ©LPC
  • 29. Lardi & Partner Consulting GmbH Our team (1/2) Claudia Magri Senior Consultant (Communication, Reputation & PR) Background / expertise  Communication & PR specialist with strong background in developing and disseminating corporate messages and content across external and internal communication channels  15+ years in developing and executing communication strategies and programs in various corporate communication disciplines and roles  Experience in developing social media governance frameworks (guidelines, social media training & education programs)  Specialized knowledge in integrated media analysis (print, online, social media) for comprehensive corporate PR & reputation/issues monitoring and management  Worked, among others, at Swiss Re and Zurich Insurance  Language background, very strong writing and editing skills  Languages: German (editing level), English(editing level), French, Italian, Spanish 30 Confidential. Do not copy or re-distribute ©LPC
  • 30. Lardi & Partner Consulting Contact Lardi & Partner Consulting GmbH Gweerhofstrasse 16, 8853 Lachen Direct +41 55 535 44 07 info@lardipartner.com Website: www.lardipartner.com Blog: http://lardistrategy.com/ Lardi & Partner Consulting GmbH helps companies get clarity on their strategic goals and find ways to reach them. Combining professional expertise with proven methodologies, we develop strategies, define pragmatic and measurable solutions and support our clients in implementing them. Our services include: - Social media and collaboration strategy - Reputation monitoring and management - Communication & PR - Executive decision dashboard - Operating model and process design 31 Confidential. Do not copy or re-distribute ©LPC
  • 31. Appendix 2 About Starling GmbH 32 Confidential. Do not copy or re-distribute ©LPC
  • 32. Follow conversations relevant to your business Starling140 gives you the pulse of any topic from noise-free and authoritative sources Study converations around any topic or brand, spam-free and on-topic Focus on discussions from customers, journalists, competitors, or any sub-segment of the market Monitor breaking news in your areas of interest Tap into candid, real-time opinions to supplement your traditional market research Learn what customers and stakeholders say, how they feel, and how your brand is viewed compared to the competition 33 Confidential. Do not copy or re-distribute ©LPC
  • 33. Find key influencers in your area With Starling140’s topical influence ranking, you’ll uncover the subject-matter experts in your business Identify the most relevant and authoritative accounts in any topic Find the origins of important conversations impacting your brand and the competition Map links between subject matter experts, their peers, and their followers Monitor relevant stakeholders and target your brand’s messages to the right people Understand who is driving the discussion around your brand, the competition, and the overall 34 Confidential. Do not copy or re-distribute ©LPC
  • 34. Starling GmbH Binzmühlestrasse 170a, 8050 Zürich, Switzerland www.starling140.com ANALYTICS BY Kevin Michels-Kim Gerold Geis kevin@starlingpartners.com hello@starling140.com @ubermarketer +41 78 800 6460 +41 79 758 0319 35 Confidential. Do not copy or re-distribute ©LPC