Company: StarHub  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).   Socially Devoted 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.   

Company: StarHub  Entry submitted by: Darren Choo (darren) AVP of Social CRM Community: StarHub Community (http://community.starhub.com/) Lithy category: Most Creative Community Promotion or Launch   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.   The goal of our Community milestone promotion   The original advocate programme, called Sparklers Club, was launched in 2013 and it was a success with over 40 advocates. Not only were the members active in helping others, they are also our product trialists, beta testers, bloggers, market research respondents, advisors and co-creators. They were also helping us to avert social media crises and ward off social media trolls and bullies. To sample the Sparklers Club, please visit http://community.starhub.com/t5/General-Discussions-Community/We-want-YOU-for-our-Sparklers-Club/m-p/78177#M1149   However, we wanted a smaller group of super-active advocates to make the programme even more exclusive.  Hence, we redesigned the advocate programme, featuring three different types of advocates. The Superstars are the top three advocates and others who made waves via the gamification engine are Rockstars.  A different category called Heroes were created for their contribution of interesting content such as blogs, or creating interest groups or contests.       The goal of this new Community milestone promotion was to relaunch the StarHub Community advocates effort. We called it the StarHub Community All-Stars Programme.  http://community.starhub.com/t5/Latest-Contests-and-What-s-New/Meet-StarHub-Community-s-top-contributors-and-advocates/m-p/108091#U108091   To gain some insight for the campaign, we interviewed the advocates to understand better their motivations for helping others. The top three advocates, for instance, spent 3,800 hours on the Community helping others! However, they could not explain why they spent so much time doing so. However, when we showed them the carefully crafted Manifesto, they could immediately identify with the statements. We concluded that they truly believe they are making a difference to the Community, to the company and to the world, with a spirit of altruism.   The new Community tagline was aptly changed to “The Community Run by You” to credit the advocates who passionately run and drive StarHub Community. Besides the new tagline, a new gamification badge system  http://community.starhub.com/t5/badges/userbadgespage/user-id/10764/page/1 and a new landing page http://community.starhub.com were created to support the entire new advocate branding programme.   Our promotion strategy   We took the first step to let the company know more about our advocate programme. The top 3 advocates (Superstars) on StarHub Community were recognised at StarHub’s internal Staff Comms Session which was attended by hundreds of StarHub employees. Our CEO, Mr Tan Tong Hai, presented certificates of appreciation to them on the stage and shared their contributions with the whole organisation. The crowd cheered, applauded and stood up for our superusers!   Next, we identified the advocates from the 4 th to 10 th positions (Rockstars) and special contributors (Heroes). We consolidated all their profiles (Superstars included) and assigned custom gamification badges to each advocate based on their skill sets and contributions.   Each of them was given a write-up for the Community to get to know them better.  http://community.starhub.com/t5/Latest-Contests-and-What-s-New/Meet-StarHub-Community-s-top-contributors-and-advocates/m-p/108091#U108091   An offline event was planned to celebrate the new Community programme’s re-launch. The objective of the promotion campaign was to make our advocates feel like they are superstars. In line with the superstars or superhero theme, we booked the Mint Museum of Toys for the event and advocates were encouraged to dress up as superheroes for the event.     A creative name #SCREAM14 was given to the event (#SCREAM14 = StarHub Community Reunion Event for Advocates and Members). Specially designed posters, tote bags and “trophies” were created for the event. Watch this video to see what happened at the event:   Our promotion results   The #SCREAM14 event was a success!  Since our theme was Superheroes, several advocates came dressed in costumes and some even brought their own props!   During the event, each member was given a customised trophy in recognition of their contribution to the community. Many of them proudly display them in their offices.   The group was also given an exclusive preview of an upcoming revamp of the StarHub Community landing page for their feedback. In so doing, they are made to feel that they are the co-creators of the revamped StarHub Community.   As the event happened on the birthday of our top advocate (@IncTEh), we took the opportunity to celebrate his birthday together with another member who is also an October baby.   At the end of the event, we let our hair down, broke out into smaller groups and lingered way past the event’s end time. There were no agendas—just casual conversations about life, work and everything else. It was a great way to unwind even though it was a Thursday night.   The StarHub Community All-Stars programme public post went “live” right after the event, announcing the criteria for joining and the list of those in this group.   The result of this campaign is that the advocates were made aware of the fact that they are deeply treasured by the company, that they helped to win several industry awards and the Community now knows who run the Community. StarHub once again lived up to its promise of delivering “Power to the People”!        Video entry:    

Company: StarHub  Entry submitted by: Darren Choo (darren) AVP of Social CRM Community: StarHub Community (http://community.starhub.com/) Lithy category: Marketing Champion   StarHub is Singapore's fully-integrated info-communications company, offering a full range of information, communications and entertainment services for both consumer and corporate markets. StarHub operates a mobile network that provides 4G, 3G and 2G services. It also manages an islandwide HFC network that delivers multi-channel pay TV services (including HDTV, Internet TV and on-demand services) as well as ultra-high speed residential broadband services. StarHub operates an extensive fixed business network that provides a wide range of data, voice and wholesale services. Over Singapore’s fibre-based Next Generation Nationwide Broadband Network, StarHub offers a broad range of home and business broadband plans along with a host of advanced media-rich value-added services, such as IPTV for commercial entities.   StarHub Community activates its superfans to support its marketing strategies. Six in every 10 visitors come for its contests and user-generated marketing content instead of customer support. http://community.starhub.com/t5/Commendations-Testimonials/StarHub-Community-is-growing-and-we-have-YOU-to-thank-for-it/m-p/27176#M10     1) Beating the ZMOT Challenge The Social Customer believes more in actual user reviews than a brand’s marketing messages. This phenomenon—commonly known as Zero Moment of Truth (ZMOT)—can easily nullify the work of traditional marketing. To address this shift in consumer behaviour, StarHub Community generates user reviews. Lithium’s excellent SEO often surprises us with excellent search results. In fact more than half of the Community’s traffic comes from Searches. This allows StarHub to better manage ZMOT, instead of losing control to third party forums or showing no reviews at all  For example, here are some HomeHub reviews: http://community.starhub.com/t5/HomeHub-Reviews/idb-p/HomeHubSurvey     2) Influencer and Content Marketing Strategy Traditional influencer strategy pays influential bloggers to share content with their followers.  However, these blogs are off-domain and their credibility may also/often be questioned. Utilising Lithium’s blog function, an ordinary community blogger’s post can be promoted via the Community (using Outbrain native advertising and social syndication) and can have significant reach and effect, e.g: http://community.starhub.com/t5/Mobile-Handset-Reviews/Samsung-Galaxy-Note-Edge-Review-Changes-To-My-Smartphone/ba-p/112652. It is noteworthy that even a few ordinary commentators can greatly boost credibility, as people generally believe in actual users’ experience and reviews.    Lithium’s Group and Ask the Expert functions allow interests groups to be formed thus creating threads for common interests and within which there is greater perceived credibility for posted user reviews, e.g http://community.starhub.com/t5/Windows-Community-Group/Welcome-to-the-Windows-Community/gpm-p/75901#M88   3) Contest Engagement Strategy Traditional engagement utilises expensive microsites and Facebook applications with no consolidation of the relationships/connections with the customer. Often, contestants also do not get to see other contestants’ entries as well. The above issues are solved using Lithium’s Contest module for photo contests, for example: 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) and Idea Exchange module for free flow user generated content contest with an added voting mechanism (see example http://community.starhub.com/t5/Past-Hackathons/CONTEST-CLOSED-Win-passes-to-meet-Kim-Soo-Hyun-in-person/m-p/73605#M16)   Our marketing campaign    Lady First SG is a StarHub-produced, localised version of the immensely popular Taiwanese beauty variety show, Lady First (女人我最大).  Each season lasted for about three months. To date, StarHub has produced two seasons in the past two years.   Female viewers in Taiwan, after watching the beauty programme, would go to the forums to discuss the beauty tips and products featured.  Tapping into this insight, social TV executions were executed on StarHub Community to bring these discussions online via StarHub Community.      The first mission was to source for beauty influencers to be the experts running the forums.  In the first season, we set up beauty forums by topics http://community.starhub.com/t5/Lady-First-SG/ct-p/ladyfirst and ran a contest for the top six beauty influencers to surface.    Eventually through intense competition, the top six contestants arose.  Please visit http://community.starhub.com/t5/Latest-Contests-and-What-s-New/StarHub-Community-s-first-offline-event-Meeting-up-with-the/m-p/26076#M218 to view the offline event. Together with partnering beauty brands’ influencers, they not only generated tonnes of beauty tips, but also became beauty experts from which others could seek advice: http://community.starhub.com/t5/Ask-The-Beauty-Expert/Learn-beauty-secrets-from-the-StarHub-Community-Beauty-Brand/m-p/44331#M2   Partnering brands also ran some contests: In the 2014 season of Lady First SG, we activated two of the original six beauty influencers.  Grace Tan was commissioned to blog about each episode in English while Yuki Ng did so in Chinese. The blog entries from both ladies were not mere translations but their own interpretations of the tips after watching each episode. We ran a contest asking members to post a comment on their blog entries or ask them questions. At the same time, we ran another contest to curate beauty tips from users with a chance to win a beauty workshop: http://community.starhub.com/t5/Past-Hackathons/Contest-Closed-Beauty-Workshop-by-Xiao-Kai/m-p/79381#M1  The contests were publicized on the TV trailers as well as online media.     Campaign results   Between Grace and Yuki, there were over 64,000 views and almost 600 comments on their blog entries alone. There are over 611,000 views on the Beauty section of the community where members get to discuss beauty and fashion related matters, such as finding out where to purchase the products featured in the show and share personal tips. Users can search by episodes or beauty topics to record their comments. In fact, the search term “Lady First” on Google yields StarHub Community as a prominent result.   With combined views of 675,000 across the blogs and forums on Lady First SG and Beauty and Fashion discussions, the execution has been a great success and has greatly enriched the content consumption experience with useful online content and engaging contests. The timeless tips shared on StarHub Community also continue to bring in traffic for the Community.      

Company: Consorsbank  Entry submitted by: Clemens Eckstein (CCornerstone) Senior Expert e-Business Community: Die Wissenscommunity von Cortal Consors (https://wissen.cortalconsors.de) Lithy category: Total Community All Star   Consorsbank by BNP Paribas is a leading direct bank in Europe that prides itself on “liberating clients from the restrictions of classic banks.” The digitalization has changed our daily lives – and that’s what we have translated to banking. Our broad product offerings, useful tools and the platform for customer ideas allows us to create the banking of tomorrow together with our customers.   The bank’s brand is built on the concept that financial investors hold the power to make the best decisions for their investments, and its goal is to provide product offerings that help achieve this objective.   Consorsbank is an online bank with no branches, therefore there are limited number of opportunities for the bank to connect with its customers in traditional ways. The bank wanted to create a social environment where they could better understand the needs of their customers, help them solve problems and build trusted relationships. Market factors also dictated the need for Consorsbank to differentiate itself from the increasingly competitive landscape and deliver on customers’ extreme expectations.   The bank was inspired by its challenges to move beyond the outdated “knowledge base” on its website and create a Total Community experience for private investors. The company envisioned a social community for the full gamut of investors, beginners to those with decades of experience. Consorsbank planned for a community where private investors could feel comfortable sharing knowledge, offering peer-to-peer support, and providing investment advice. Always on the forefront of innovation, Consorsbank also wanted to allow their customers greater influence and involvement in the company’s offerings by giving them the ability to rate the bank’s products and services.   Benefits of having a Lithium Total Community   In order to create a customer community that would meet these diverse needs, Consorsbank turned to Lithium to provide the Total Community software platform. Now Consorsbank’s Lithium-powered community boasts more than 14,000 community members with more than 8,500 posts. It gives customers a voice and builds trust between the bank and investors.   The main feature of the community is Consorsbank Websection Knowledge base, monitored by the bank’s community manager. It gives customers a voice and builds and gathers trusted user-generated content. The platform offers real and up-to-date help for customers, and provides a place for them to discuss financial markets and have their questions answered. Many long-term customers have significant knowledge and experience in a wide array of banking topics, and the community allows other members to tap into their insight. Additionally, a blog written by the bank’s subject matter experts allows Consorsbank to provide professional education to their community members.   Ideas Consorsbank Community Ideas is an aspect of the community that asks members to help create “ the bank of the future” - it’s a place for investors to share their wishes and proposals for the bank of tomorrow. The bank provides the community with bi-weekly themes to help drive the conversation. In addition, members evaluate products, compare prices and services, and suggest features to help make banking products transparent. This activation has produced 150 innovation ideas within 2 months.   Ratings and Reviews What really sets Consorsbank apart from other financial institutions is its Ratings & Reviews. Customers can rate and review the bank’s products and services and give feedback. Consorsbank is one of the first banks in Europe to drive this level of feedback and transparency with its customers.   “This is a bold move for us since it puts great power in the hands of our customers,” says Clemens Eckstein, Social Solutions Architect and Project Head at Consorsbank. “By allowing this open and public feedback from existing customers on our own platform, we provide absolute transparency into our strengths and weaknesses.”   The program has validated the importance of transparency and increased the bank’s conversion rate by 30% which was an increase of 1,500 customers per week.   Customer Voice 2.0   Consorsbank set the bar high with its Customer Voice 2.0 roadmap. Their goal was to transform themselves into a customer-centric company. By using Lithium’s Community Platform, they were able to leverage the ideas, knowledge and feedback from all of their customers. In doing so, Consorsbank is allowing customers to be active participants in developing an even more effective foundation for their money decisions, while also further enhancing the bank's connections with its customers. The trusted relationships they are building with their customers encourage open dialogue, brand advocacy, and loyalty. Customer Voice 2.0 is also extremely valuable to internal stakeholders by giving them valuable and immediate feedback regarding their products and services. Thus, it helps them to define a roadmap together with their customers.   Our Total Community results   In the first year the Consorsbank Community saw outstanding business results:   The average rating for current account holders is 4.3 out of 5 stars Increase of conversion rate by 30% netted 1,500 new customers each week 260 Ratings & Reviews by customers with more than 80 Comments 40% increase in click-through rate on banners showing Ratings & Reviews Unique Visitors increased by over 300% 17,000 community members 150 Community Innovation Ideas within two months Because of the success of the social platform, the marketing campaign introducing the new “Consorsbank” brand featured community as one of the main selling points. The campaign also included a commercial.    

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 3.3M reach 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   Key Learnings: 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  

Company: Foxtel   Entry submitted by: Skye Forrester (skoogle) Head of Digital Customer Contact – Social Media & Community Community: Foxtel Community (http://community.foxtel.com.au/)  LSW: https://www.facebook.com/FOXTEL, https://twitter.com/Foxtel, https://twitter.com/FOXTEL_Help Lithy category: Total Community All Star     Foxtel is one of Australia's most progressive and dynamic media companies, directly employing more than 2,500 people, and delivering a diverse subscription television service to both regional and metropolitan areas over cable, satellite and broadband distribution.   With our fast-growing customer base, almost 870k Facebook Likes and 100k Twitter Followers (as of 22 April 2015), the company required a robust and integrated solution to manage and service both customers and non-customers online – a fresh (but in-demand) approach to support and relieve the company’s traditional and heavily trafficked inbound/outbound call centre. Central to our needs was the ability to (1) respond to Social Media enquiries with accuracy, speed and ease and (2) create the online destination, Foxtel Community, to tap into the audience’s passion for our industry and product; increase customer advocacy and engagement; and achieve call deflection through peer-to-peer and self-servicing.   Enter Lithium.   Benefits of a Total Community     Foxtel Community and Lithium Social Web (LSW) are managed in-house by the Digital Customer Contact Team (DCCT). DCCT is responsible for helping existing and prospective customers with all Foxtel servicing enquiries received via digital channels:   With the team split across two sites at either end of the country, it was imperative to equip agents with the right tools, training and ongoing support to provide a seamless and cohesive customer experience. To this end, LSW enables and supports us to:   Respond to all enquiries directed to Foxtel in Facebook and Twitter Take account level enquiries ‘offline’ to manage via phone, email or chat Refer escalated enquiries to our dedicated Customer Resolutions Team Moderate and implement a ‘3 warnings and you’re out’ system for page rule breaches to create a friendly, productive environment for all customers Integrate reporting to the wider business for a full customer journey view Crucially, LSW also enables early detection, root cause analysis and communication of customer impacting issues. In addition to the above, Lithium’s Community enables and supports us to:   Communicate customer impacting issues and updates through to resolution Conduct pilot/beta trials (closed groups) Troubleshoot with customers, the leading driver of visits to Foxtel Community Host our dedicated blog, The Green Room, to educate customers on our core offering – our programming Promote campaigns and products to increase customer satisfaction and company revenue Share Foxtel brand announcements Offer peer-to-peer and self-servicing options for contact deflection Build rapport with customers and potential customers to grow customer advocacy Contribute ideas, feedback and innovations to Foxtel products and services Implement a gamification strategy to keep community members engaged and active, and create subject matter experts Provide 24/7 support to consumers on any mobile or fixed device Optimize our Community using built-in SEO tools   Our Total Community results   We aim to answer all social media enquiries (Facebook and Twitter) within two hours during business hours, seven days a week, while posts in Foxtel Community that haven’t had a peer response are actioned after 48 hours. In 2014, Lithium tools enabled us to action more than 480k servicing enquiries through social media, and play host to more than 920k unique visitors and 2.2 million page views. In 2015 (up until 19 April 2015), we have so far experienced 157k servicing enquiries through social media, 699k unique visitors, and 1.76 million page views.   Importantly, Lithium Community and LSW greatly assisted us to manage major customer events – including the launch of our new pricing and packaging structure and the launch of our latest Personal Video Recorder, iQ3 – that would have previously been challenging for the business to handle due to the increase in customer contacts.   Customer Advocacy across digital servicing continues to increase YoY as a result of structured workflow (LSW and Community) for digital servicing.    

Company: Sony Europe   Entry submitted by: Nico Henderijckx (tweety2b) Head of Communities, Europe Community: Sony Europe Community (www.sony.co.uk/community) and European locale alternatives Lithy category: Marketing Champion   Sony Corporation is a leading manufacturer of audio, video, game, communications, key device and information technology products for the consumer and professional markets. With its music, pictures, computer entertainment and online businesses, Sony is uniquely positioned to be the leading electronics and entertainment company in the world.  Sony recorded consolidated annual sales of approximately $75 billion for the fiscal year ended March 31, 2014.   The Sony Europe Community has been setup to achieve and facilitate 3 pillars: Conversation – create a platform that enables end users to have conversation with other end-users so they can share experiences, issues, behaviors, etc with each other. This to be done through any media mean: forum, photo, competition etc… Self-service and Learning – Forums and How tos to enable customers to get the maximum out of their products and learn them how to become professionals using them (mainly photography and videography) Advocacy – Editorial blog strategy to support our social channels. Mainly create engaging content with high Like-ability and share-ability This year we have been strongly focusing on developing the 3 rd pillar. We have optimized our blog area and put it in the centre of our social strategy. 2-3 blogs per week are being posted in 5 different categories (Arts, design, Entertainment, Product & events, Education) and all of these are being used in FB, TW and G+ to drive traffic to the blog area. The ultimate goal being high engagement (putting the correct person in front of the blog) and then have them share the article back out in the social landscape.   UX flow is Post on social media linking to Blog   We also introduced a new Blog homepage: Our results   1) Blog traffic Traffic went up 3x versus previous year. We are now undergoing a new re-design exercise to further optimise the blog area and make it even better from a mobile friendly and responsiveness angle.  Making assets used in blogs easier to share   More focus on content Legend: in pink the sharing functions, in Blue the next content suggestion. Otherwise on the page no distractions from the content. now no assets are directly shareable but only full blogs are Vs future where each asset (video, picture etc…) will be shareable directly out to the social landscape. 2) Blog advocacy   Results after introducing the sharing buttons actively to the blog area: The additional reach produced by the social sharing buttons usage now exceeds the overall ORGANIC reach Sony has on FB, TW and G+. This allows us to compensate better when FB throttles further the posts displayed on end-users’ walls.

Company: Indosat  Entry submitted by: Ghina Aliya (GhinaAliya) Community Manager, Forum ICITY Community: Forum ICITY (http://icity.indosat.com)  Lithy category: Marketing Champion   Indosat Tbk is a leading telecommunication and information service provider in Indonesia that provides cellular of prepaid services (Mentari and IM3) and postpaid services (Matrix), 3G services using HSDPA-technology, fixed data services including Multimedia, Internet & Data Communication Services (MIDI) and fixed voice (fixed telecommunication) services including IDD services and fixed wireless services. PT Indosat Tbk was established by the Indonesian Government on November 20, 1967 and now part of Ooreedoo Group (Formerly Qtel Group).   Forum ICITY (formerly Ngobrol Bareng) launched 3 years ago and known as “Indonesian 1 st Crowdsolution Forum”. We utilizes Lithium platform to take Indosat customer experience to the next level. We empower our Community members to be powerful advocates for us. More than just awareness and advocacy, we were bond in the same passion, the joy of being part of Indosat Community.   On March 2015 ICITY has gained more than 20.000 members, more than 115.000 postings, over than 9 million pageviews and 2.500 questions that have received a resolution or answer in the community. These valuable answers have received 2. 431.002 views resulting in direct deflections and support cost savings.   Duta IM3 and Indosat Blackberry Community are former community members whom presence trigger others to join and participate on the forum discussion. Potential influencers that reach diverse segmentation, from youth to more mature audience.   Our marketing campaign   Welcoming Ramadan-holy fasting month for moslems worldwide- in Indonesia, on June 2014 Indosat launch “IM3 Play 24 Jam” Campaign which gave more benefits to customers such as free Calls and SMS for 24 Hours. To leverage community word of mouth toward this new service, we initiate Takjil24 program in 10 areas (smaller version of Indosat region).   The objectives are to empower Duta IM3-Indosat youth brand ambassador-on becoming powerful advocates also utilize Forum ICITY and social media to spread the stories. Beside online buzz, we gave more advantage to the surrounding communities through this program.   Date: July 19 2014 (simultaneously across Indonesia) Time: 5-5.24 PM (local time) Participant: Maximum 5 groups/Area (5 Duta IM3 per group)   To make it more fun, we launch missions for DUTA IM3 with Takjil24 as the 1 st assignment. Advocacy “IM3 Play 24 Campaign” is the main focus while distributing takjil (snacks for Muslims to break their fast) to the surrounding communities in their own creative ways. 5 best groups will get top up on their balance also shopping vouchers.   The participants needed to upload: Posts on ICITY, Sub Category Sahabat IM3 Tweets Youtube Videos (max 4 minutes) All using #IM3Play24Jam #Takjil24 #DutaIM3 #GroupName hashtags   Results of our campaign   The stories about our new “IM3 Play 24 Jam” product spread out widely 37 groups (185 DUTA IM3) all across Indonesia were joined 11,000 views on ICITY posts related to this mission 1,600,000 impressions on Twitter, 700.000 accounts reached 33,000 views on Youtube More coverage on local electronic and online media Videos: https://www.youtube.com/watch?t=45&v=DdAWRYNIJhA https://youtu.be/dIKI567PwhE https://youtu.be/r8NBon8HdlY

Company: Indosat  Entry submitted by: Ghina Aliya (GhinaAliya) Community Manager, Forum ICITY Community: Forum ICITY (http://icity.indosat.com)  Lithy category: Most Creative Community Promotion or Launch   Indosat Tbk is a leading telecommunication and information service provider in Indonesia that provides cellular of prepaid services (Mentari and IM3) and postpaid services (Matrix), 3G services using HSDPA-technology, fixed data services including Multimedia, Internet & Data Communication Services (MIDI) and fixed voice (fixed telecommunication) services including IDD services and fixed wireless services. PT Indosat Tbk was established by the Indonesian Government on November 20, 1967 and now part of Ooreedoo Group (Formerly Qtel Group).   Our Community promotion goals   Strengthen Indosat commitment towards community as one of key differentiator within the services, on 2012 we became pioneer for telco customer support forum in Indonesia. We launched Forum ICITY (http://icity.indosat.com), The 1 st crowdsolution forum which covers discussion around gadget and technology, Indosat services also community. With the help from Lithium platform, we were able to do crowdsourcing and involve our brand-enthusiast since the early stages. From specify a new name, enrich forum content to design the new community logo ICITY has grown, on March 2015 we has gained more than 20.000 members, more than 115.000 postings, over than 9 million pageviews and 2.500 questions that have received a resolution or answer in the community. These valuable answers have received 2. 431.002 views resulting in direct deflections and support cost savings. Indonesia is at the forefront of the social media revolution in Asia, yet it is an unique market. We need both, online and offline approach to generate community engagement. This is the reason why we need to setup a Word of Mouth Marketing Strategies and one of the effective way to do it is to have an iconic brand activation for promoting ICITY as well as Indosat Community. We decide to have The 1 st Community Festival in Indonesia, with United Souls as the theme on December 13, 2014. Located at Senayan-one of the most hip venue in Jakarta, Indonesia-. We classify interest into zoning. Community members were invited to explore 7 Zones in form of exhibition: Indosat Community, Gadget Communities, Creative Communities, Lifestyle Communities, Automotive Communities, Sport Communities and Enterpreneurs which participate for providing FnB. This event was free of charge for Indosat users while other may register as new subs to join. Our Community promotion strategy   Having passion and close relation with prominent community leaders also key influencers are the initial foundation. Then we run the dynamic duo, synergize between online and offline activities. We involve community representatives since the beginning, from deciding venue layout, what theme will be used, which community will be invited and what kind of activities that interest them the most. The promotion worked in 3 key phases:   Pre-Event Objective: To raise awareness of community members   Online: Teaser through ICITY Forum as the main hub Teaser through ICITY, Indosat and community social media channels/mailing list Teaser through internal communication channel Digital Placement Offline: Promotion through radio quizzes & talkshow Promotion through below the line channels Small meetup with community leaders and key influencers     The Day Objective: To convert awareness into action   Online: Manage digital activation “coin collecting tweets” which convert tweets using hashtag #CommunityFestival2014 to donation for sent unprivileged kids back to school Manage digital activation “live blogging” to encourage bloggers capture #CommunityFestival2014 fanfare Manage digital activation “live posting” to encourage ICITY members reporting #CommunityFestival2014 excitement Offline: Organize community-centric activities: record breaking attempt, community convoy, community battle, community market, we-fie photo competition Invite press to join press conference and watch community performances, such as Duta IM3 (Indosat IM3 Ambassador), Indonesian Zombie Community and Jakarta Cosplayer. Entertain music-fanbase community by presenting Indonesian well-known artist Add interesting gimmick: from community wall of fame, gadget and official jersey auction, freebies to fun games Promotion using radio report & below the line channels   Post Event Objective: To maintain the word of mouth   Online: Publish event report on ICITY Amplify anykind of post related through social media/mailing list Offline: Small meetup with community participants and handover donation   Results of our Community promotion   More than 100 communities join the event to expand their network, discuss further collaboration and enjoy togetherness with friends also other community members.     We have gained 2655 original tweets using #CommunityFestival2014 hastag which convert into donation Rp 26.550.000 for supporting underprivilege kids back to school, collaborate with Coin A Chance Social Movement.     We set a new Indonesian Book of Record (IBOR): Most scooter parked on mall rooftop (Sky Dining, Plaza Semanggi Jakarta). We have gained more than 62.000 views on posts related to Community Festival 2014 on ICITY Forum, 58 million impressions on social media and more coverage coming from blog posts also online media articles.   Our video entry:      

Company: Comcast  Entry submitted by: Jared Schultheis (jschultheis) Executive Director, Digital Care Community: Comcast Help & Support Forums (Forums.comcast.com)  LSW: @comcastcares, facebook.com/xfinity Lithy category: Social ROI Titan   Comcast Corporation is a global media and technology company with two primary businesses, Comcast Cable and NBCUniversal. Comcast Cable is the nation's largest video, high-speed Internet and phone provider to residential customers under the XFINITY brand and also provides these services to businesses. Comcast has invested in technology to build an advanced network that delivers among the fastest broadband speeds, and brings customers personalized video, communications and home management offerings.    Our 2014 objectives   Comcast strategic enhancements in 2014 included expanding the use of Lithium Social Web and completely redesigning and enhancing our Comcast community.  We significantly expanded our use of all features of the engagement console to measure the investment, success and the increasing need to support the social channel better.  Similar work was done in the community, such as building:   Gamification Author profiles Mobile Expert user program Content management Search Dedicated moderation Cross-channel integration   Key achievements include:   Customer Relationship Management (CRM) Integration The integration of CRM is a significant first step in allowing us to analyze customer behaviors, close the communication gap from social to other front line channels and identify account health opportunities. Below is a timeline reflecting the integration of social with other touch points a customer had with the company.   Escalation Workflow We now have a more stable workflow to escalate conversations to our divisional teams and senior specialists within the Digital Care team. The new enhanced workflow increased our in-channel resolution rates significantly (nearly 20 pp).   Routing Enhancements The routing system was built with multiple triaging capabilities. Specialists can now work on specific issues based on their background and strengths.  This provides not just a better customer experience but a more in-depth measurement on trending tags.  Below shows an example of the tagging system Comcast uses to triage social volume.  Early Warning System The dashboard helps the Digital Care team alert multiple organizations within the company on trending events on social. In many cases, outages or viral events were recognized 30 minutes in advance of a normal call center trend or spike in volume.  In the first three months of using the console, the cost savings have exceeded expectations.   While the Digital Care team is saving Comcast significant costs through call deflection, call avoidance, customer health and customer engagement, the most passionate win for the team the improvement in the overall customer experience.  Our biggest ROI measurement is our increased ability to provide best-in-class service to our customers.   Comcast’s number one goal is to transform our customer experience. We strive to provide outstanding service to our customers, offer them the best products in the market and be proactive with our communication.  Social media has become a strong and effective service channel for our customers to seek solutions to issues or answers to their questions.  The ROI for Comcast is the improved capability of our Digital Care team to provide excellent service.  Our customers deserve the best experience every time they interact with us and to find care and support through whatever channel they want to use.  With the help of Lithium communities and LSW, we are able to measure success and track volume and engagement from each social platform.  With these simple measurements, we have been able to demonstrate the effectiveness of social care leading to a tripling in size of the Digital Care team (http://corporate.comcast.com/comcast-voices/now-hiring-comcastcares ). With these additional team members we will be able support customers across more platforms and get to them faster.  The growth of digital care has been explosive the past two years.  The following chart shows the growth and development of our social care strategy and capabilities over time.   In addition, our Community roadmap continues to be geared towards: optimizing and growing the community, organizing and improving content, and scaling and integrating cross-channel. Through these initiatives, we expect the ROI on our community to increase by 500% by the end of 2015.   Additional business results achieved   The Digital Care team has a unique opportunity to improve the overall customer experience.  As we have built out our social care capabilities our data has shown us that although the social care team is providing timely and effective resolutions to issues, the sentiment of the social conversation remains neutral (see diagram below).  When customers reach out to the Digital Care team for support, they expect us to resolve their issue.  Although the care specialist resolves the issue, the customer can still have a negative or neutral sentiment because the issue happened in the first place.  To increase customer satisfaction and brand perception, the Digital Care team now conducts a wellness exam to proactively look for potential problems or red flags on accounts.  For example, the specialist researches a customer’s bill to discover when his or her promotion is up, makes the customer aware, and in some cases repackages them on the spot to a more affordable package.  This is a great way to inform and educate customers about their services and provide opportunities to surprise and delight them.    We measure customer contact rates from multiple channels and are finding that social can be very effective at providing a better customer experience.  Since 2010, we have seen nearly a 25% reduction in calls coming in and a 35% reduction in the need for service visits to customers’ homes in part by providing solutions through social and community channels. Through detailed analysis and application of data garnered through our LSW Analytics and LSI for our communities, we have seen that the amplification benefit or providing solutions that other customers can use has helped the Digital Care team handle nearly double the volume of more traditional channels. Assuring customers that the person on the other side of the social conversation is doing everything he or she can to be responsive and helpful will help increase customer loyalty. Our mission is to provide care and support to anyone who needs help, wherever they want it through accurate measurement and timely responses on all channels while continuously improving the customer experience. 

Company: Comcast  Entry submitted by: Jared Schultheis (jschultheis) Executive Director, Digital Care Community: Comcast Help & Support Forums (Forums.comcast.com)  LSW: @comcastcares, facebook.com/xfinity Lithy category: Excellence in Customer Satisfaction   Comcast Corporation is a global media and technology company with two primary businesses, Comcast Cable and NBCUniversal. Comcast Cable is the nation's largest video, high-speed Internet and phone provider to residential customers under the XFINITY brand and also provides these services to businesses. Comcast has invested in technology to build an advanced network that delivers among the fastest broadband speeds, and brings customers personalized video, communications and home management offerings.    Transforming the customer experience is Comcast’s number one goal. Our customers deserve the best experience every time they interact with us. We have made significant changes and investments in our infrastructure, systems, processes, technology, and tools to improve the customer experience, including the ability to reach our customers quickly and easily through social media.   A key strategy in our multi-year roadmap to improving customer experience is using technology and innovation to delight customers. Expanding and continuing to evolve our Digital Care is an essential tactic in giving customers more choice in how they connect with us and solve problems.   The Digital Care team’s mission is simple: provide care and support to anyone who needs help, whenever and wherever he or she wants it. In 2014, the Digital Care team was challenged with these goals:   Increase the percentage of customers served through social media (by 100%), Improve our ability to resolve customer inquiries directly within social care (to 90%+)   Through the application of technology, operational rigor and a determination to provide world-class service, the team more than exceeded our goals.   Our 2014 objectives were to achieve greater scale, resolve customer inquiries directly within our channel and drive positive change within the organization through actionable insights.   Scale: The number of customers supported by the Digital Care team since forming in 2008 has increased by 2,000% and continues to expand exponentially.  Satisfying our customers’ needs begins with organizing the team in a way that is scalable, flexible and fully supported by the larger organization. We created distinct roles within Digital Care that include three teams: Triage Generalists Tenured experts capable of addressing complex inquiries.   Creating this team and new processes was made possible by the advanced routing, tagging and tracking within LSW.   In Channel Resolution: When customers call, chat or tweet about their service, they expect a resolution to happen through that channel. Our ability to resolve customer inquiries directly within social media depends on the team having access to all appropriate tools, the training to use those tools and direct lines of contact to other internal teams. Even when we call in other teams to help work through the customer’s inquiry, we remain the single point of contact for a customer. Through this approach, we have garnered credibility and demonstrated the long-term viability of social as a strong and effective service channel that requires much less effort from the customer.     Insights:  Through LSW, we have created a Social Operations Center and Alerting System that provides real time trending specific to our product lines. This gives us an unfiltered stream of customer input and the ability to alert the appropriate teams when issues begin trending. This technology allows us to sort through the noise and provide meaningful information to the organization on a real time basis to consistently seeking out opportunities to transform the customer experience.     Because social and community support are ‘one-to-many’ interactions, a solution for one customer can often help out dozens or even hundreds of others, helping to avoid unnecessary customer questions and contacts. Based on a number of factors, including the ability to reach us through digital and social channels and tools like the My Account app that allow customers to more easily troubleshoot issues, Comcast has reduced the volume of customer contacts in traditional channels. Since 2010, we have seen nearly a 25% reduction in calls coming in and a 35% reduction in the need for service visits to customers’ homes in part by providing solutions through social and community channels. Through detailed analysis and application of data garnered through our LSW Analytics and LSI for our communities, we have seen that this amplification benefit has helped the Digital Care team handle nearly double the volume of more traditional channels.   There are several key areas where the Digital Care team is driving improvements that directly and indirectly impact customer satisfaction including:    Efficiency Gains: making it easier and faster for customers to find resolution to their issue Channel Shift: meeting customers where they live online or in social media Reducing Need To Call: solving customer issues through shared resolutions

Company: Telefonica Movistar  Entry submitted by: Emilio Rodriguez Menendez (UT04546) Community Manager Community: Comunidad Movistar (comunidad.movistar.es)  Lithy category: Excellence in Customer Satisfaction   Telefónica is one of the world leading integrated operators in the telecommunications sector, providing communication, information and entertainment solutions, with presence in Europe and Latin America. It operates in 21 countries. As of December 2014, Telefónica’s total number of customers amounted to 341 million.   Our customer satisfaction initiatives in 2014 were CSI, NPS, Recommendations/Referrals, Noise, Average Response Time and CHI.   As such, our overall objectives have been to increase the CSI, visits, call deflection and commercial leads. See our Social ROI Titan entry for more results on visits and call deflection. In terms of our customer satisfaction initiatives, we focused on CSI, NPS, Recommendations/Referrals, Noise, Average Response Time, and CHI. All areas of our company have their own objectives that are aligned with the overarching company goals.   Improving online customer service was the most critical customer issue that we looked to solve with our Lithium Total Community implementation.   Here are the results of our top customer satisfaction initiatives: CSI: Every time a user/customer receives attention from one of our moderators, we send him/her a link to our online survey asking to evaluate the help received (this applies to cases that need to be solved by official Movistar staff in terms of needing to check the customer information in our systems). We received a stable 9 throughout 2014 and this year. We assisted 120,000 customers in 2014, and in 2015 our moderators have already helped more than 24,000 customers. NPS: In that same survey, we ask the user if he would recommend our help/attention to his friends and family. We are pleased to receive 99% positive answers. Recommendations: As a result of the excellent help that we provide our community, we receive a lot of posts praising our work. And most importantly, we have many examples of users in external forums, referring other users/customers to our community when asking for help and acknowledging us as the best channel to get help from Movistar.   http://www.gsmspain.com/foros/h967593_Operadores-Movistar_CONSEJO-Comunidad-Movistar-1004-609.html   http://www.adslzone.net/postt324695.html   http://bandaancha.eu/foros/velozinter-1709626#r2336025 http://bandaancha.eu/foros/desactivar-casilla-mensajes-1689431#r2132517 Noise: As a part of our strategy, we receive reports from our market research team in which they evaluate the noise about Movistar on the Internet. In this report, we evaluate the amount of noise and the tonality of the noise (positive, negative, neutral). Since the Community was launched, we are still the leading Telco company that receives the most mentions. Furthermore, we are the one in the telco sector that receives the most positive tonality in part due of the influence of the community (1.3M monthly visits).   Average Response Time: 6 hours, which is a significant reduction from our 2013 average response time of 14 hours. LSW: We have recently started using Lithium Social Web (LSW) as a part of our strategy to improve our customer satisfaction and achieve even better results with response time. CHI 785: We have achieved a stable 780-785 CHI.   In addition to the above achievements, we have relocated our call centers in Spain (instead of outsourcing). We are also focusing on increasing the servicing to 70% in online channels in order to avoid expenses to our call center.  

Company: Telefonica Movistar  Entry submitted by: Emilio Rodriguez Menendez (UT04546) Community Manager Community: Comunidad Movistar (comunidad.movistar.es)  Lithy category: Social ROI Titan   Telefónica is one of the world leading integrated operators in the telecommunications sector, providing communication, information and entertainment solutions, with presence in Europe and Latin America. It operates in 21 countries. As of December 2014, Telefónica’s total number of customers amounted to 341 million.   Our 2014 goals with Total Community were call deflection, CSI improvement, cost savings (LSW) , and increased visits.   We achieved great results in 2014 and 2015.   First, here are some definitions on how we calculated our results:         - Encuentran: (average) # of visitors who found the information they were looking for when they accessed the Community via Google.         - 1004 (our call center telephone number): Through the survey we offer to our Community visitors, we look at the number of those who said they found the information they were looking for. X% said they would’ve called 1004 (call center) if they hadn’t found the information in the Community, and that is how we determine our call deflection figure.         - Precio (price): 3€ is the average cost per attention in our call center * calls= x *12 months. 3€ is the average cost of a call center call. For example, in 2014 we saved 16.404.550€.         - Ahorro (savings): In 2014, we saved 18,142,377 € mostly due to Community. In 2014, we weren´t using LSW yet. In addition, we have improved our # of visits.   We finished 2014 with the following results: - 15,189,399 visits - 60% of the visitors (or 9,113,639 visitors) said they were able to find the information they needed  - 60% of those who found the information they were looking for (or 5,468,183 people) said would have called our call center (1004) if they had not found the information in the Community.  - 3€ per call = 16.404.550€ savings in 2014 from call deflection   A visual of our ROI model:     Additional business objectives that we achieved   With the SEO community strategy, we have been able to place top search terms such as 4G, Fiber, FTTH in top places of Google searches. By achieving a top SEO position for our strategic terms/words, you can also get commerical leads from those searches (we have links to our home site from the best positioned posts regarding those terms). We can also get servicing as far as we also get high SEO positions with searches related to servicing, such as PUK, Router Keyword, etc...all of which means less calls to our call center. As a result of this (and not only due to Community but partly), Movistar is not only the most mentioned company on the Internet but also the one with the best tonality. We are the leading telecommunication community in Spain with visits that doubles the competition combined. We also are in the Top5 Telco Lithium communities (CHI).  

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”     …..to “Yowzers!”   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   Call Shed 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 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.  

Company: KPN  Entry submitted by: Lourens Reijgersberg, Hugo de Vries, and Thomas Pel (ThomasPel) Social Innovations Manager Community: KPN Community (http://forum.kpn.com)  Lithy category: Support Savings MVP   KPN is a leading Dutch provider of ICT services. With a wide range of products and services, we operate with different brands many different customer groups – both at home and abroad. From prepaid calling in the US, to interactive HD television in the Netherlands.   Meeting business goals and driving success with the KPN Customer Community In 2010 KPN set out on a journey to realize the ambition to become the best Dutch service provider in 2015, whilst also making a shift left and become an ‘online first’ company. The introduction of the Lithium community in 2011 was one of the key strategies to fast-track both ambitions.   From 2011 through 2013 the community has been experiencing a gradual growth of Dutchies interacting with each other around the KPN brand, products and services. Averaging around 2500 posts, 200K visits and 28000 answers found every month in 2013, the community eventually brought in 1,7M Euros in cost savings through call deflection at the end of 2013.   These results opened up more internal support and 2014 held the promise of becoming the year to professionalize and innovate the community in ways that hadn’t been done before. More manpower was added to the community team and internal development capacity was brought in to ensure maximum growth for the community, all the while adding up to the ultimate goal of becoming the best service provider for our clients.   Driving activity by adding Lithium badges KPN was the first customer worldwide to release Lithium Badges as part of the betáprogram and did so with great success. The added feature of well-designed badges rewarding various forms of activity (posts, kudos, accepted solutions) resulted in a 10% increase of activity among the lower and medium ranked members on the forums.   Customer driven Community Re-design In 2014 the entire KPN Community was revamped with a fresh, innovative design that implemented a number of features requested by the community, while still staying true to the broader brand-style. The addition of TKB and the profile gamification widget in particular we’re exceptionally well received by our userbase.   MyKPN Betá In august of 2014 the release of a dedicated co-creation platform on the community –aptly named ‘OurKPN’- coincided with the release of the new MyKPN portal. All the betáphase testing of the new KPN Client Portal (aka MyKPN) was done with community members, resulting in more actual client feedback than ever before and eventually in a better product!   Connecting employees with the Community In an effort to open up the immense amount of knowledge available in the minds of our employees for the community, we decided to connect our internal social platform for KPN employees (TeamKPN) to the community. Questions asked on the community can be highlighted in TeamKPN in an effort to involve employees with the relevant –often niche- knowledge in the discussion.   KPN Community driving change and innovation in the organization The addition of the community as an fully grown customer channel has driven a number of changes in our traditional customer care approach and some nifty innovations in the slipstream of said changes. While a certain amount of hesitation was expected from our side, these changes have actually been welcomed and applauded as a useful addition by the customer care organization.   Improved FAQ’s Clients connect and communicate with other clients in a manner that is rather different from the way most companies interact with their clients. This in itself isn’t much of an eye-opener, however when it comes to explaining detailed technical features or innovations around a particular product or service, this knowledge can be put to good use. We noticed that in some cases, community members were in actually better at explaining our products in a user-friendly way than we were. This led to us integrating community content within our existing internal and external FAQ’s and actually asking the community pro-actively to comment and feedback on some of them.  A large number of FAQ’s have now been curated through co-creation and their appreciation value has risen significantly since.   Customer Care using community content and TKB To maximize the use of community content and make the knowledge available to customers who haven’t been on the community yet, we made use of the integration options between Lithium and Salesforce. Through Salesforce knowledge our customer care agent now have the ability to pull relevant answers from the TKB and community content and share this with customers via phone, e-mail or other social channels.   KPN Community facts and figures 2014     The effect of all this added value to the community was overwhelming. The KPN Community experienced a dramatic increase in activity in it’s already active userbase. The number of monthly posts grew to 4000, which in turn led to even more customers finding their answers on the community. A massive number of 1 million answers were found in 2014, resulting in a cost saving of €4,5 million euros by the end of the 2014!   2015 and beyond The thriving state the community is at right now opens up countless possibilities. For the near future we are planning to enhance and innovate the platform even further, adding things like theme headers, a full blown co-creation platform and a smooth mobile design. From a community management perspective the focus will be on expanding the pilots and co-creation efforts as those are definitely something our members appreciate and the further professionalization of the superuser program. We’re looking forward to it!  

Company: A1 Telekom Austria AG  Entry submitted by: Esther Groth (esther27) Market Development and Digital Business Community: A1 Support Community (www.a1community.net)  Lithy category: Total Community All Star   A1 Telekom Austria AG is Austria’s leading communications provider, encompassing more than 5.4 million mobile communications customers and almost 2.3 million fixed access lines. The offers by A1 include voice telephony, internet access, digital cable division, data and IT solutions, value added services, wholesale services and mobile business and payment solutions. With four strong and established brands (A1, bob, Red Bull Mobile and yesss!) A1 successfully targets various different markets, ranging from premium quality to low budget.   A1 is part of the Telekom Austria Group which holds eight international operations in eight CEE countries. Headquartered in Vienna, A1 employs approximately 8,600 employees.   In 2014, A1 started its largest infrastructure investment with the fiber optic broadband roll-out in cooperation with the Austrian government and the national broadband plan.   Placing the customer at the heart of A1’s business has been key for the company’s ambitions to continue leading the Austrian telecommunications industry. This has been emphasized in the core values “Close to the customers”, “Simple” and “Trendsetting”. Hence, the A1 support community aims to provide the best service for our customers, to efficiently distribute the A1 brand and to use the potential of our crowd to develop new products, services and authentic user-generated content.   Through the Lithium community platform and LSW we could successfully tackle our main challenge to understand our social customers in more depth (360° social customer profiles). By modeling the social history of all interactions in LSW and using the behavioral tools of the Lithium community we can generate quantifiable ROI in terms of increased sales and reduced service costs.   We could also improve the following points of our social customer care processes:   Technical feasibility – Adequate infrastructure for growing visitor flows looking for digital service   Workforce optimization. – Considerable volumes of community requests can be efficiently managed by social media agents via efficient routing and prioritizing measures   Linkage between public network and owned social properties via Facbook tab application –Facebook users can be directed to our own knowledge site and get a deeper level of engagement and experience among an articulated and curated crowd   Peer-to-peer engagement – In the A1 Support Community users help users and with LSW social media agents can effectively assess and steer the need of providing additional answers to the user-generated content   Trend intelligence – By engaging community members in idea exchange boards and through intelligent tagging we can identify trending topics and connect them with observations from our other social media channels   Premature crisis management – LSW enables qualitative sentiment analysis of community content and helps to raise awareness for customer dissatisfaction with our service   Benefits of having a Lithium Community and LSW for our digital strategy   With our Lithium-powered Community and LSW we are able to exercise full control over the digital service topics incurring within the service tools of the A1.net online portal or on the other A1 social media channels. A specific process has been established for fast improvement measures where service issues were reported by community users. This process entails the identification of service issues, e.g. with the disrupted transmission of A1 TV on customers’ TV screens, by the A1 social media team. With LSW the social media team was able to assign new tags to this kind of issue and to observe the sentiments resulting from this topic. The service disruption as well as the magnitude of concerned customers was reported to the A1 customer and field service to prepare and sensitize all customer touch points. In a second step the A1 TV product management was informed and presented with the LSW analysis. Consequently, reasons for the service disruptions were analyzed and the product management could take up the depth of the issue by receiving daily updates from the community. The A1 TV product management team was also able to actively listen to the community discussions of the TV issues and the proposed solutions by members. As the share of negative sentiments towards A1 TV began to rise the corporate communications department was integrated in order to create unified statements regarding criticism in other media. Subsequently, a broader project team responsible for fast corrections of the detected issues with A1 TV was built. By involving the A1 social media team into the project, informal feedback and solutions posted by the community crowd were taken into account and directly integrated into the product improvements. Within 12 days A1 managed to provide A1 TV customers with a new interface, improved connectivity and a reduction in switching time.   The A1 Support Community currently counts 25,000 logins per month and has acquired 175,000 registered members so far. With an average real service substitution rate of 25%, A1 was able to save about 50.000 service interaction in January 2015 (calls and e-mails per month) and could therefore strongly increase its agent efficiency gains. What is more, although the amount of total community visits dropped in summer 2014 because community posts were then also integrated into the A1.net portal search the traffic began to soar up again in the following months. In addition, the weighted average for the real service substitution rate also increased and refers to an even more purposeful visitor stream.     With 80% of user-generated content A1 is also able to draw detailed insights from the community posts and create more innovative and competitive services for its subscribers.  

Company: Telefonica O2 UK  Entry submitted by: Marjo Hallapera (marion101) Head of Community Community: O2 UK Community (http://community.o2.co.uk/)  Lithy category: Support Savings MVP   The O2 UK is a Telefónica-owned company, managing communities on an international scale in order to optimize and enhance the way in which brands interact and engage with their valued customers. One such community is O2 UK. With more than 20 million customers, O2 is one of the largest mobile telecommunications providers in the United Kingdom. It is supported by Telefónica whose strategy is to become the leading global communications company in the digital world with a goal of opening new pathways, which continue to transform possibilities into reality for their customers.   The O2 Community has gone from strength to strength in 2014, utilizing user-generated content (UGC) and site navigation in a number of ways to ensure our community content is as useful and cost-effective as possible.   Guides created by members on the O2 Community are consistently detailed, accurate and attract the trust of other members due to the supportive atmosphere encouraged and maintained by our Community Team. UGC is consistently useful for customer awareness and deflection to the 500,000+ unique users coming to our community every month.   Due to the high quality of the content created, we have begun to integrate it into our business on a wider scale. One guide for example is used for network self-diagnosis, a commonly queried issue in any telecoms company. This single community post, when used on Twitter, turns a normal 3-tweet customer interaction into a single tweet, attributing to a major cost savings per year. It frees the time up of many advisors, making them considerably more efficient. In 2015 we will repeat this process with a number of products and services, ensuring that our community content forms an even stronger base of knowledge. Below is a snippet of one of our great UGC pieces, with 280,500 views and constantly counting:   We welcome UGC in a number of forms. In 2014 alone, the community welcomed 47 video guides to be used by other customers. These video guides (including iPhone self-help, Operating System tutorials, etc.) have been created at absolutely no cost to O2, but can be used to help other customers as any professional video could – producing a single video elsewhere could otherwise cost the company $7k. This process also enables our customers to contribute to the business they use, and ultimately, to feel as valued as they truly are.   Due to the high volume of visits to certain pages on the community, such as details on services and products, they have attracted a high SEO value to the business. We have utilized this high volume by adding banners for other products within these community pages. This creates a huge amount of awareness for these products, as well as ensuring the community and its potential is tapped into as much as possible. This approach also mirrors in our OS and device announcements, where we often attract over 20,000 views to single update posts that are also shared across the web.   Finally, we have created a campaign within the community to help members to decide on which devices to purchase as a result of peer reviews. Try the Tech allows members to ‘borrow’ devices from us for a few weeks to test out. Every tester writes a thorough review and each content piece creates vibrant discussions about which devices to purchase. The quality of these reviews is so high that device manufacturers have reached out to us in order to gain high quality reviews on brand new devices that will increase sales. Testing and reviewing a device also gives the members more knowledge about the device itself and thus helps them out when offering advice to others on the community. Check out the link below for an example of the quality of content we attract.   Samsung Galaxy Note 4 review (TryThe Tech)   On top of all of these aspects of benefit the community provides for O2, the peer-to-peer advice concept methodology is ever-present, with members offering advice every day. The average response time on the community (when analyzing a full 24 hour cycle) is consistently under 300 minutes and often under 200 minutes, ensuring that any members who enter will have an answer quickly and efficiently. Our regular members are here each and every day, offering insights as well as advice. They have an online home in the community, which is easy to see when we consider that one of our more regular members posted more than 16,000 times in 2014.

Company: Orange Spain   Entry submitted by: Santiago Martín Martín (tiako) Social Support Manager Community: Comunidad Orange (https://comunidad.orange.es) and La Comunidad amena.com (https://comunidad.amena.com) Lithy category: Support Savings MVP   Orange Espagne SAU is one of the biggest telecom companies in Spain with almost 15 million of customers. It is part of Orange Group and operates with three brands in the Spanish market: Orange, amena.com and Simyo.   In 2014, Orange Spain took the decision to take a big step in the social support of our customers. Lithium applications were a key enabler and platform for the execution of this new strategy.   The cornerstone of this strategy has been the launch of new communities, in our two brands (Orange and Amena.com) as a new space of conversation and help among our customers.   Our main business goal has been call deflection with a big focus in superusers cultivation program (see Marketing champion Orange Spain application). We have used extensively gamification facilities of Lithium community to get our superusers to create a big amount of solutions to other customers issues.     Orange Spain community replaced our old forums and it proved essential to not losing SEO positioning of main threads thanks to the easy and proper migration process.   Besides, we decided to put in place a new social customer support model, mainly in Facebook and Twitter, focusing on customer satisfaction, resolution and response time.   LSW has helped us to build this new model and to get the highest performance of our support and comms teams. We have made extensive usage of tagging, queuing and reporting facilities of the application, getting the better efficiency of our agents who only have to be focused in solving our customer request and incidents.   Our customer care organization changes as a result of cost reductions with Community and LSW   All the activity in communities and social media channels is managed by two different areas of the company: Comms and Customer Support, with more than 50 people conversing with our customers. In telco industry, main part or social activity is about customers asking support. It is a big challenge to be able to build a model that integrates social support seamlessly in the whole customer support processes.   LSW has allowed us to organize tasks and people and get the most of everyone. We have been able to integrate the work of community managers, support agents, web advisors and community moderators. All they know who is the responsible to answer any tweet or post coming to our social accounts thanks to the queues and rules that we have built over LSW.   We are proud of our highly motivated and skilled teams!!  Our business results   Regarding communities, we have got 300k monthly visits. Mainly, these visits are coming to communities to solve any doubt or problem. We have found that 27% of visitors surveyed, say that they get their problem solved in their visit, so we are saving costs consistently: around 500k euros at year.   We are very happy also with the contribution to the community of our superusers: 56% of topics of the last month, got a solution by one of them.   Regarding social media, Facebook and Twitter, we are very proud of achieving our goals of response time and customer satisfaction: we answer 90% of posts in our SLA time (2 hours), and we got 80% of customer satisfaction in these interactions.   These indicators have put us consistently in the top-5 of most socially devoted brands in Spain on Facebook, month by month, according to Social Bakers ranking.         

Company: Orange Spain   Entry submitted by: Santiago Martín Martín (tiako) Social Support Manager Community: Comunidad Orange (https://comunidad.orange.es) and La Comunidad amena.com (https://comunidad.amena.com) Lithy category: Marketing Champion   Orange Espagne SAU is one of the biggest telecom companies in Spain with almost 15 million of customers. It is part of Orange Group and operates with three brands in the Spanish market: Orange, amena.com and Simyo.   Lithium platform is a key enabler for engaging our community members and achieving our key objective: develop and motivate superusers to 1) help other customers, 2) develop quality content. We rely on Lithium´s ranking configuration to create in the Orange Community a hierarchy of users based on participation and offer specific incentives, allowing us to increase the value of the contributions and improving brand perception. Different user roles (solucionadores –solvers-, master tekkies, friendly) help to perceive the user as a “superusuario” (superuser) with special privileges granted to those considered experts in different matters such as Smartphones tips and  tricks, Model recommendation or Trouble-shooting.   In the same way, thanks to gamification programs, those not yet “superusers” increase their participation and stickiness to the Community in order to achieve “superuser” status. Superusers amplify both brand advocacy and belonging to the Community.   During the last ten months (From May to February) we extracted data about users from “Metrics” section (post, visits, response, threads, most  active users, most  engage users, etc…). We needed to identify our most valuable users. Regarding these KPIs  we designed different sections within the community structure in order to redirect their “know how” (solutions, reviews, etc..) to specific categories,  and empower them within our Community. We reached out to them and they accepted to increase their participation in the community. Then,  we designed a public ranking with the best users (solvers, Kudos, etc..) and the users tried to achieve the top rank. The ranking shows number of post, visits to community, logins and when they achieve a high level the users win a medal/badge that identify the user as a “superuser”.   We identified and promoted different types of users that added value to the Community. Based on the pattern of their participation, we designed a strategy of monitoring and encouraging trough incentives to increase the value of their contribution, both for the company (reduction of service calls, increased brand perception, commercial communication increase, etc…) and the Community users. We can now distinguish different types of “superusers”, each identified with their own medal.   Solvers: users who give support and help with solutions to user`s incidences without intervention even of official moderators. They reduce the number of calls to call-centers, improve the post/solution ratio and become a model to follow in the Community. They have their own medal. 30% of traffic in the Community is related to solved problems posts. Master Tekkies: Users with an active role and faithful to the Community. They participate, help others and give kudos. They are advocates of the Brand as they rise online positivity. Friendly: Newly arrived users that encourage help and collaboration. Results of the SuperUsers program   Since launch of the Superusers program in May 2014, traffic in the community has doubled, reaching 300k monthly visits. Since launch of Solvers program in November 2014, the solution ratio increased from 20% to 60% by March 2015 due to two main reasons: LSW optimization by agents (flux, labels, priorities) and participation of “Solvers” in the Community.  Ten months ago, we did not have any superuser , and currently there are 12 “superusers” solving doubts and writing reviews.