Past Lithys
Check out Lithy entries from previous years.
Company: Vodafone Spain     Contact: Alejandro Moreno ( Community Manager) Community:   Foro Vodafone  Lithy category: Community Design of the Year   Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunicatio... See more...
Company: Vodafone Spain     Contact: Alejandro Moreno ( Community Manager) Community:   Foro Vodafone  Lithy category: Community Design of the Year   Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunications companies and provides a range of services including voice, messaging, data and fixed communications. Vodafone has mobile operations in 26 countries, partners with mobile networks in 57 more, and fixed broadband operations in 17 markets. As of 31 December 2015, Vodafone had 461 million mobile customers and 13 million fixed broadband customers.   Vodafone Spain has 14.255.000 mobile customers and 2.960.000 fixed broadband customers. All of them get benefit of the experience and capacity of a world leader that helps its customers to be better connected. For more info: please visit: www.vodafone.es   Our community goals   We wanted to increase visits to the community, the number of users. To achive them, we redesigned our community homepage and added a new version accessible via Smartphone and tablets. We have also boosted our Vodafone Heroes User Programme and enhanced content created in the Community.    The design elements that make our community unique   We have created a very visual and usable community where you can browse all categories at a glance to directly choose where to post. Also we have included direct links to the most important sections Vodafone’s website like mobile coverage and Management tips for our Vodafone Private Area from web and App.   Community design:     Mobile design:     How we executed our community design   We used Clicks heatmaps to detect the hotspots and help us to do a better design tracking most popular links and sessions. We wanted to make it more useful and organized through a very simply and insightful menu of categories and attractive banners.   Our metrics     Our achievements during 2015 were:   Nealy 15K new registered users. Over 386 content posts generated by Community Manager to engage users. Almost 4.8 million visits during 2015 and over 100K total posts within the Community. 15% increase on NPS and over 90% resolution rate on our Employees contacts.     Visits     Completed Registrations     Member Time     CHI         
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Company: Vodafone Spain     Contact: Alejandro Moreno ( Community Manager) Community:   Foro Vodafone  Lithy category: Support Savings MVP   Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunications compan... See more...
Company: Vodafone Spain     Contact: Alejandro Moreno ( Community Manager) Community:   Foro Vodafone  Lithy category: Support Savings MVP   Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunications companies and provides a range of services including voice, messaging, data and fixed communications. Vodafone has mobile operations in 26 countries, partners with mobile networks in 57 more, and fixed broadband operations in 17 markets. As of 31 December 2015, Vodafone had 461 million mobile customers and 13 million fixed broadband customers.   Vodafone Spain has 14.255.000 mobile customers and 2.960.000 fixed broadband customers. All of them get benefit of the experience and capacity of a world leader that helps its customers to be better connected. For more info: please visit: www.vodafone.es   How we are implementing Community our customer care business goals   Our target are: Increase total number of registered users. Increase Community Content counting number of created posts Increase community participation Acquire new “super-users” that help us as community mods. Increase NPS and Employees Resolution Rate.    Changes we implemented because of cost reductions based on Lithium Community   The changes we have made:   New community home: it’s more visual and accessible. We have used click map to detect the hotspots. Launch new mobile version enabling users easier access to the community for smartphones and tablets. New badges for super-users integrated on console. We create content based on Key trends such as movies, series and video games to increase user participation and gain awareness to promote eForum Channel. Our employees are continuously improving their answers and performance to encourage further volume of customers using eForum as the contact mechanism prior to Call Center contacts.   Our results   €3.7 M potentially saved on incoming Customer Call Center Calls.   
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Company: Vodafone Spain     Contact: Alejandro Moreno ( Community Manager) Community: Foro Vodafone  Lithy category:  Social ROI Titan   Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunications companies ... See more...
Company: Vodafone Spain     Contact: Alejandro Moreno ( Community Manager) Community: Foro Vodafone  Lithy category:  Social ROI Titan   Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunications companies and provides a range of services including voice, messaging, data and fixed communications. Vodafone has mobile operations in 26 countries, partners with mobile networks in 57 more, and fixed broadband operations in 17 markets. As of 31 December 2015, Vodafone had 461 million mobile customers and 13 million fixed broadband customers.   Vodafone Spain has 14.255.000 mobile customers and 2.960.000 fixed broadband customers. All of them get benefit of the experience and capacity of a world leader that helps its customers to be better connected. For more info: please visit: www.vodafone.es   Our 2015 goals for our  Lithium-powered community    Our target are: Increase total number of registered users. Increase Community Content counting number of created posts Increase community participation Acquire new “super-users” that help us as community mods. Increase NPS and Employees Resolution Rate. A quality customer care Redirect our customers to the online customer care       Our focus areas and tactics to meet our goals   The changes we have made:   New community home: it’s more visual and accessible. We have used click map to detect the hotspots. Launch new mobile version enabling users easier access to the community for smartphones and tablets. New badges for super-users integrated on console. We create content based on Key trends such as movies, series and video games to increase user participation and gain awareness to promote eForum Channel. Our employees are continuously improving their answers and performance to encourage further volume of customers using eForum as the contact mechanism prior to Call Center contacts.    Our results   Our achievements during 2015 were:   Nearly 15K new registered users. Over 386 content posts generated by Community Manager to engage users. Almost 4.8 million visits during 2015 and over 100K total posts within the Community. 15% increase on NPS and over 90% resolution rate on our Employees contacts.    
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Company: Vodafone Spain     Contact: Alejandro Moreno ( Community Manager) Community:   Foro Vodafone  Lithy category: Marketing Champion   Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunications compani... See more...
Company: Vodafone Spain     Contact: Alejandro Moreno ( Community Manager) Community:   Foro Vodafone  Lithy category: Marketing Champion   Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunications companies and provides a range of services including voice, messaging, data and fixed communications. Vodafone has mobile operations in 26 countries, partners with mobile networks in 57 more, and fixed broadband operations in 17 markets. As of 31 December 2015, Vodafone had 461 million mobile customers and 13 million fixed broadband customers.   Vodafone Spain has 14.255.000 mobile customers and 2.960.000 fixed broadband customers. All of them get benefit of the experience and capacity of a world leader that helps its customers to be better connected. For more info: please visit: www.vodafone.es   Our unique promotion and goal   Vodafone Spain launched their Vodafone Heroes Programme in 2013 for super-users to help other customers in their enquiries. There are currenly 24 active super-users in the Programme contributing to help other customers. However, the total number of nominated Heroes throughout those 3 years surpass the 100.   Our  strategy and tactics for  community    These super-users participate in a contest, fighting to unlock new badges while earning rewards points. There are 4 main categories that help us to achieve our goals and SLA: Speed, Wisdom, Aim and Creativity. We have implemented new badges on their profiles and created a catalogue of rewards as well as small benefits and ad-hoc contests.   Our results   Super-users activity in 2015: Over 3,500 customer served. 1700 posts managed directly via Vodafones Heroes. Over 1600 attributed Kudos and 500 accepted Solutions.    
Company: Electronic Arts Contact: Dana Baldwin, Community Program Manager Community:  Answers HQ  Lithy category: Community Design of the Year   The Worldwide Customer Experience (WWCE) organization provides support to customers across... See more...
Company: Electronic Arts Contact: Dana Baldwin, Community Program Manager Community:  Answers HQ  Lithy category: Community Design of the Year   The Worldwide Customer Experience (WWCE) organization provides support to customers across all the games that Electronic Arts (EA) publishes. The Social and Community team manages the Answers HQ Community and engages with players on social media channels. To provide the best customer experience, there for our players where they need us, when they need us. Social media and online communities are an integral part of our customer experience strategy and an important way that we support and engage with our players.   The AHQ online community is significant, with over 10.8M registered users and more than 277k new topics over the past year across five languages. In LSW, we monitor 75 social media channels with over 11.2M posts in the past year. Having an integrated approach to total community provides our team with a consistent experience that can be measured in LSI.   Community Goals Answers HQ (AHQ) provides support to our customers with both player-to-player and official EA answers to game information, game play, and technical questions. AHQ support stretches across five languages and over 150 titles. With the AHQ Redesign launch in 2015, our team set five major project goals: Improve global navigation, site search placement, and site structure to connect our customers with the information they need quickly and efficiently. Introduce site theming for game-specific branding all the way down to the post level. Establish a look and feel for site assets that fit within the overall EA brand. Integrate iconography, rank icons, badges, and avatars that reinforce customer status and brand identification. Expand a limited responsive feature set into a fully responsive site.   AHQ Site Elements:   EA Brand Identity   Answers HQ was the first full EA site to launch within the new EA corporate brand identity. By utilizing our established, EA pattern library and game-themed visual assets, AHQ is now part of a more cohesive experience for players arriving to the site from in-game support links, EA Help and other EA franchise sites.             Navigation and Search Answers HQ grew from a single language Beta site into supporting five languages over a period of three years without any major design upgrades. There were several side effects of adding features on one at a time such as, an absence of language selection options, poor site navigation options, and a search box relegated to the header of the page.        AHQ Home Page before site update – September 2015   With the site update, we created a global header that incorporates site navigation, language navigation, site login, account links, and search into every page of the site.       AHQ Home Page after update – Current     Content Blocks and Promotional Spaces On average, 95% of Answers HQ visitors come from search engines and referrals from non-EA sites. AHQ posts often outrank our own help articles in search results. Because of this, many AHQ users are unaware of help articles and paths to contact EA Advisors for issues that the community cannot solve. The updated AHQ site design utilizes the headers of all home category and board pages, and the right side of all site pages, to link our players to popular EA Help articles, top posts on AHQ, and the path to contact us. Our Content Services team works closely with our Community team to keep the content updated and relevant to current issues for each game and language.   Game-specific content placement   Game-specific help and promotional content blocks   Issue-based and promotional content blocks   Game theming Before updating the site, AHQ had a single, fixed background for all pages. Adding a leaderboard to a page, changing the boards on the home page, and any updates outside of site-driven content and announcements required a developer to update site code and deploy changes during a maintenance window. We set out to increase the flexibility of page layouts and introduce game-specific imagery across all pages with the site redesign. Game backgrounds provide additional context for players that arrive on AHQ pages via search and help our game teams preserve their brand identity.   Franchise and game-level site imagery   Iconography and Bounty System The AHQ site update introduced a new icon set for all posts. The icon set helps players navigate across types of posts, hot issues, and solved posts. We introduced an “EA Official” solution icon that alerts customers of solutions written by or approved by EA Community Managers. We also introduced a point value, or bounty, for unanswered posts based on the number of replies, me too count, XP (kudos) total, and age of the post. Players who provide an accepted solution to the post receive additional XP for the total bounty amount.   Post icons and icon legend   Execution   Every step of the AHQ Redesign involved both EA stakeholders and our community super users. We wanted to make sure we were designing and executing the project with both EA and player needs in mind. As we gathered internal requirements needed to support our business, we utilized ideas submitted via AHQ and surveys to prioritize features and design elements that the community wanted. Throughout the design phase of the project, we held review sessions with our team and our super users to refine the site mock ups and images. Prior to scheduling our launch, we granted super users full access to our staging environment. This allowed them to test out the new designs alongside our internal testing teams.     In September, we rolled out the final site design in one large deploy. This allowed for site updates and configuration before our extremely busy fall and holiday launch schedule. In the immediate weeks following launch, we merged two large communities from other EA forum sites into AHQ.             Results   In addition to bringing in two additional EA communities to our AHQ structure, the AHQ Redesign resulted in improvements year after year in multiple areas: On-site searches increased 51% XP (kudos) per post increased from .1 to 2.9 XP per topic increased from .5 to 9.2 Replies per topic increased 10% Players have earned over 7 million badges for community activity   Game-themed badges Rank-based badges Achievement-based badges
  Company:  Alteryx  Entry submitted by: Julie Hamel ( Senior Community Manager) Community: Alteryx Community Lithy Category:  Marketing Champion   Alteryx is the leader in self-service data analytics. Alteryx Analytics provides anal... See more...
  Company:  Alteryx  Entry submitted by: Julie Hamel ( Senior Community Manager) Community: Alteryx Community Lithy Category:  Marketing Champion   Alteryx is the leader in self-service data analytics. Alteryx Analytics provides analysts with the unique ability to easily prep, blend and analyze all of their data using a repeatable workflow, then deploy and share analytics at scale for deeper insights in hours, not weeks.   Our unique promotion    When we began conceptualizing the future of community at Alteryx in early 2015, we made bold investments to begin a transformation of the way that our customers and employees connect with each other, discover new solutions to complex analytical challenges, and contribute fresh ideas to the broad industry discussion. If we were going to successfully launch our new community and scale alongside our rapidly-growing business, creating an equally-bold awareness and adoption campaign was critical.   The Alteryx Community team dedicated significant resources in a short timeframe to design an aesthetic that translates well across the boundaries of digital and physical promotional efforts. The team did a fantastic job of creating a natural feel to long-time users of our products and appealing to the forthcoming generation of business analysts. This led to three major themes that define the core our campaigns: - Be part of something bigger than yourself - Take pride in sharing your knowledge - Keep exploring Below are examples of how we’ve applied that strategy to execute tactically in a number of areas. The resulting lifts in awareness, engagement, and satisfaction around community have been amazing.    Our strategy and tactics   Video - To introduce the Alteryx Community and pique interest around launch, the team employed little Dot with the blue hair in a fun and light welcome video, which later made 2015’s Top Videos from Video Brewery. It was an instant hit with Alteryx Associates, who previewed the video at a pre-launch Community 101 All-Hands meeting. Externally, the video was shared via social channels a few days prior to the launch to tease our followers and promote our launch date.     Swag – People love free stuff. To raise awareness internally, all employees were provided with community superhero mugs and notebooks, where they were encouraged to help spread the words with our partners and customers. We continue to hand these out during the new hire boot camp alongside a Community 101 session to help employees get familiarized with the community and their roles in it. We occasionally send these out to customers to thank them for their participation as well.     Gamification – We’ve made great use of Gamification through an extensive collection of badges used to welcome members on their first visit, introduce them to new features, and to recognize their affiliations & status within the global community. Community Members who were migrated from the original community received the community founders badge at launch, which triggered email notifications to let them know the new community was live and thank them for their support. The competition to collect them all is fierce!   Contests - To help generate user content and create a fun & positive atmosphere we launched the 10 Things I love About Alteryx contest where we encouraged users to share reasons they enjoy the product and share tips with other community members. The 10 best quotes were gathered to create the first ever Alteryx Community t-shirt and the winner took away a GoPro!   Hangouts - Our community launch coincided with the release of version 10.0 of Alteryx Designer, so we hosted a live event using Google Hangouts allowing the community to get up close and personal with Product Management, executives, and our Alteryx ACEs (our superusers who beta’d the product) to hear about new features.  Hangouts have become a regular part of our repertoire. Our customers love tuning in to hear the latest and interact directly with Alteryx staff and each other!     Our results   After our re-launch in September 2015, post count increased by 2000%, going from an average of 30 posts a month to 1,000+! The community received 10,000+ unique visitors who generated nearly 100,000 pageviews. Active members increased by 2,300%. Metrics continued to trend up in October, with traffic peaking on the day of our first live event as 4,000+ unique visitors stopped by the community. Since then, we have hosted live Alteryx | Hangouts on a monthly basis, which have provided a great way for us to preview what we are working on, share tips & tricks, and connect with our members to recognize them for their efforts.   All of our efforts have had a major impact internally as well. Employees have embraced the community to support customers and collaborate internally. Having hundreds of champions to support our cause is a big key to our success. Employees make up only 1.5% of our visitors, but generate nearly 44% of posts and 38% of solutions (much of that in the internal employee-only area of the site). The community as a whole has generated 14,000+ posts and 1,000+ solutions in just 6 short months. Its passion and rapid growth continue to amaze us.
Company: Leroy Merlin Espańa Entry submitted by:  Francisco Campos Dominguez ( PacoCampos ) Social Media Manager Community: Comunidad Leroy Merlin Lithy Category:  Total Community All Star   Leroy Merlin is the home improvement leader... See more...
Company: Leroy Merlin Espańa Entry submitted by:  Francisco Campos Dominguez ( PacoCampos ) Social Media Manager Community: Comunidad Leroy Merlin Lithy Category:  Total Community All Star   Leroy Merlin is the home improvement leader with +60 stores and has been in Spain for the last 25 years. Part of the ADEO Group, Leroy Merlin is the European home improvement retail leader.   The company culture of sharing, co-constructing and co-directing, is in the DNA of each "collaborator" and therefore Leroy Merlin Spain is a “community” in itself.   The Community: The heart of social evolution   The strategy was to "truly be social and not just seem social.”  This means that each "partner" should know the opportunities and concerns that the new environment poses in the company’s "mission" and every individual in the company is responsible to seize it. The option of trying to “seem social” in all the social activity in the marketing department was discarded.   Beyond our objectives with Total Community, you will find the promotion and support between clients encouraging self-learning DIY, decoration, etc. These existing activities provide the best user experience for our customers but also a relief in the workload of our employees in the brick and mortar stores.    On the other hand, we obtained an increase in sales both indirectly in stores through workshops, tips/ideas shown in Bricopedia (Wikitips), and the Project Gallery. In addition, people can directly purchase in the online store by gathering all the materials required directly from the shared project in the community.   Finally, we achieve a greater commitment from our employees. They are getting to know the customers and their needs and discovering customers with a very high commitment when responding to complex questions, technical issues, or questions requiring advanced knowledge.    Benefits of a Total Community A Lithium community and LSW are very important to our social strategy of providing customers. LSW enables seamless engagement with our customers, allowing us to respond to their support requests on Facebook, Twitter, Instragram and our community that help us as source of relevant content creating sinergies between our social channels. In the community you can buy some projects in one click.  The UGC is integrated in Newsletters, brochures and guides welcome you to interact, visiting the webpage, participating in workshops or sharing your passion about homes in the community. Too, the best projects become the protagonist in the most popular TV program in the country.    Social networks and Community build the "Social Ecosystem Leroy Merlin" with more that 3MM followers: + 720.000 Followers in Facebook +65.000 Followers in twitter +63.000 suscriptors in youtube +12.000 followers in pinterest and instagram. +2MM users uniques in the Community 32% Blogs 21% Forum 27% Projects (Ideas) 18% Bricopedias (TKB)     To measure the success of the Community, Leroy Merlin focused on 3 main KPIs:  +2MM Number of visits: Whenever a client resolves a question by visiting the Community, the company saves hours of customer service in stores, improves brand image and increases commercial potential +23.000  Number of content generated: Whenever members of the Community generate content for free, the company saves the cost of producing marketing/corporate materials +20.000Number of visits to the store: Every time the Community drives a customer to visit the online store a sales opportunity is generated     You cant see it, but you can perceive that it is a company that listens its clients, that tries to help them and that wants to improve every day.    
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Company: Telkom SA Ltd Entry submitted by: Adam Wesson (Operational Manager) Community: Telkom Community Lithy Category: Community Design of the Year   Telkom SA Ltd was founded on 1 October 1991 and today is Africa’s largest provider ... See more...
Company: Telkom SA Ltd Entry submitted by: Adam Wesson (Operational Manager) Community: Telkom Community Lithy Category: Community Design of the Year   Telkom SA Ltd was founded on 1 October 1991 and today is Africa’s largest provider of fixed telephone services, operating in the Fixed and Mobile voice and data space. It is our vision to lead in the converged ICT market through deep and credible relationships and a distinctive customer experience.   Our community goals      The Telkom Community isn't just a place where customers can help themselves, it's a very real manifestation and important part of our business turnaround strategy from a reactive, closed-off organization to a customer-first, proactive company.     The Telkom Community has been a critical component of our brand strategy, which aims to win hearts and minds and drive customer trial. Our Community's ultimate goal is to connect with users who have a service challenge, and to provide a place where other Telkom customers can quickly and efficiently resolve their issues. The Community has solved thousands of users' problems, reducing the load on our call centre, improving our digital NPS, making us more operationally efficient, and making us as a company more responsive to our users' service needs. The Telkom Community is making a meaningful, measurable contribution to changing perceptions of Telkom for the better.   The design elements make our community unique and stand out from the rest     The Telkom Community makes use of a fresh, funky design developed from the primary Telkom CI, but specifically adapted for the Community. A gregarious illustrative style, clear, accessible iconography and a full, saturated colour palette make for a Community that's bold, outgoing and friendly. This differentiates the Telkom Community from other communities as having a warm, unreservedly approachable personality, consistent with our aim of winning our customers' trust. The design goal for the Telkom Community was to evoke a strong emotionalresponse through delightful visuals and a helpful experience.   We achieved this in 3 ways:   1. Organising the information       2. Visualising progress & reward     How we showed growth related to Badges and Ranking.   Icons showing gamification progression   Fun designs for Avatars   3. Guiding the user to a solution   How we  executed our community design   The design goal for the Telkom Community was to evoke a strong emotional response through delightful visuals and design flourishes. To reposition the brand as being customer-first, the design goal was to create a "Smile in the mind" in the users' minds. In order to achieve this, the Telkom Digital Marketing team worked with the Lithium team to leverage their in-depth knowledge of community management, and tapped the expertise of our digital agency for insights into user behaviour and design thinking.   Below you can see how we have used the Community Hero banner to bring in the marketing themes from our corporate website to create a unified design theme.   Use of ‘Usain Bolt’ add campaign artwork in the Community Hero Banner.   Our results   We launched our Community on 27 November 2015 and in the next 5 months, we have notched up a staggering 624460 Page Views from a total of 186195 visits. In total, 151000 unique visitors have already come to see what our Community is all about.     In 5 months, we have surpassed 4000 member registrations.   SEO for the site has ranked our Community #1 on Google Search when searching for “Telkom Community”.
Company: Total Access Communication PLC Entry submitted by: Manida Thiensiripipat ( AVP Online Strategy & Analytics) Community: dtac Online Community Lithy Category: Social ROI Titan   Total Access Communication Public Company Limited... See more...
Company: Total Access Communication PLC Entry submitted by: Manida Thiensiripipat ( AVP Online Strategy & Analytics) Community: dtac Online Community Lithy Category: Social ROI Titan   Total Access Communication Public Company Limited, commonly known as   dtac, was established in 1989. It is the second largest mobile operator in Thailand . Telenor became a shareholder of dtac in 2001. dtac was listed on the Stock Exchange of Thailand (the   SET) on 22 June 2007 and became the only Thai company listed on both the Singapore Stock Exchange and the SET.   Our 2015 goals for Lithium-powered community implementation   We launched dtac online community in December 2014, so in 2015 our goals were to prove that having dtac online community can long-term gains and cost savings on service as documented in dtac business case (for budget approval for Lithium platform).   Our focus areas and tactics to meet our goals   Our primary focus were to ensure best user-journey and to increase members, super fans, engagement, useful content & solutions, and everything should be measureable.   Session comparison between C (community users) VS Not C who convert on online store.   Average Order Value comparison between C (Community Users) VS Not Community Users   One important tactics was analytics. We tracked user journey across platforms from online community to online store and vice versa. Moreover we created three segments between community users who convert, non-community users who convert, and all users who convert. We were able to prove conversation and content in community influenced purchase decisions of our customers resulting in transactions.   Moreover, we tracked average order value of community users and we found that they had an average order value (AOV) that was 60% higher than average.   (Translation: User “balke” asked “I just used internet for 15 days but now internet speed is throttled – can you help me solve this problem? I have to use internet for my work” User “book2001” a soon-to-be-super-users replied: “I’d like to suggest you to use Super Non Stop package –you’ll get 10GB at only 499 baht here is the link (url) I’m sure you won’t be disappointed. Moreover, if you don’t use it all up, you can save it for your next month usage)   Another tactic was when we cultivated super users and “dtac buddy” (volunteer employee) to build initial hype, solutions, and content. We educated and motivated them to embed links from dtac website and/or TKB when reply to posts. Some of these links led into online conversions (as shown in above screenshot).   Last tactic was convincing internal organization to utilize community on R&D before or during or after the products/service launch. So in the long run, we will get a more complete 360-degree view of customer database. Moreover these members became user and product promoter because they were involved in the product.   For example, we invited 10 super fans to beta test an internal application before launch in a private room in the community. We received many suggestions.     Our metrics   Community influenced online purchase conversion worth = 47,705,323 baht ($1,357,009 USD) Average Order Value (AOV) of community users = 60% higher than average Cost savings on Service Calls = 14,262,800 baht ($405,719 USD). Through intense focus on increasing TKB and accepted solutions, we were able to save costs on service calls in 2015 (exceeding savings in business case). Our measurement was based on 30% of TKB views plus 100% of accepted solution plus 30% of accepted solutions views/cost per call. Feedback & suggestions from customers = more than 6,000 piece of feedback  
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Company: SS&C Advent Entry submitted by: Ellen Pun (Community Manager) Community: Advent Community Lithy Category: Community Design of the Year   SS&C Technologies, Inc. provides mission-critical software and software-enabled services ... See more...
Company: SS&C Advent Entry submitted by: Ellen Pun (Community Manager) Community: Advent Community Lithy Category: Community Design of the Year   SS&C Technologies, Inc. provides mission-critical software and software-enabled services for the global financial services industry. SS&C has more than 7,500 employees worldwide, located in the Windsor, Connecticut headquarters, and offices throughout North America, Europe, Asia Pacific, and Australia. SS&C provides the global financial services industry with a broad range of highly specialized software, software enabled-services and software as a service (SaaS) solutions for operational excellence. We deliver mission-critical processing for information management, analysis, trading, accounting, reporting and compliance.   Our community goals   Advent Community is intended to help our clients solve their problems through a variety of different channels. The community acts as a hub for content, connecting people, and a platform for interaction. It is a place for two way flow of communication between Advent and the ecosystem we interact with. We want to be able to connect our users with personalized and relevant content and capture feedback to help improve our software, services, and our community experience. It is our intention to make information and answers easy to access, with support, particularly phone support, being the last resort. We want our users to be able to share their thoughts with their peers and with Advent and know that they will be heard.   The design elements that make our community stand out   We designed community to be able to provide an easy way to access the information users are looking for while providing transparency into the future of our products.   We publish our product roadmaps on Community. Each product roadmap item is linked back to the product’s idea exchange, directly to the idea. We’re able to highlight which roadmap items originate from community members and we make it easy for others to comment and vote as well. By publishing Advent-originated items, we invite comments and questions from users about why features are important. Users are not only able to see the direct impact that they have on our product but we believe that knowing specifically where the product is going can help make the decision to upgrade an easier one.   We also publish our products’ known issues (called Fixes & Requests, or F&R) in an effort to be transparent and to help divert support requests. While the UI of these pages runs on Kendo UI, the backend of the page is a hidden Lithium discussion board. Each F&R item is posted as a topic to the board associated with the product. By leveraging the subscription capability of Lithium Discussions, users are updated when the product team makes an update rather than needing to start a support case.   We’ve made improvements to our site header and menu. We added “quick action” buttons to the header to start a new discussion post, create a new idea, or start a new support case. We highlighted these frequently used actions in order to help lower the barrier to engage. We’ve also added the ability to set and indicate your product version in the menu. By knowing what matters to the user, we’re able to deliver the most relevant content in search results.   How we executed our community design   We are always actively collecting feedback from clients both in person and online. Our CSM team incorporates a section on Community during their client quarterly business reviews. We speak with clients about Community during our annual client conference. During our session, we showed previews of upcoming ideas for improvements and often modify these ideas based on the conversations we have about them. We were able to survey s on different areas of the site to learn which areas of the site needed the most improvement. Most importantly, we collect information from the Feedback board on Community.   The Community team aggregated the feedback and brought it to our internal UI/UX team to ensure that we were not only creating a better site experience but one that was consistent with the look and feel of the Advent brand. The common color palate and use of shared technology platforms provide s with a consistent and seamless transition when moving between our software and Community.   Kendo UI’s intuitive design of the filters, groupings, and the clean aesthetic make the grids a great way for us to organize and sort through the large amounts of data that live within Fixes & Requests and our Product Roadmaps. We first applied the Kendo UI to our support case portal. After it was clear that it was intuitive to use, we then rolled it out to Fixes & Requests and the Product Roadmaps. Now that other internal teams have seen the benefits it has been integrated into future designs for other parts of our Community to be integrated later this year.   Our metrics   A large part of our site design is focused on the ability to surface relevant content as you browse different parts of the site. We also want to make your frequent actions easy to access.   We allow users to mark their favorite products with a star in the products menu. Starring the product not only makes the product easier to access within the menu, but it subscribes you to that product’s discussion board. Upon logging in, the primary part of the home page is focused on the user’s subscriptions. Updates to discussions about the products you use are front and center on the page.   To take that a step further, users have the option to set the product version they use. We store that information and use that to better surface relevant content within search results. By default, we’ll list information about the newest product version first but we don’t want users to have to sift through multiple results if they’re not using the latest version. Currently, 25% of our active user base has set product preferences. We redesigned and released our new-user experience last month which prompts and encourages users to set these preferences. We hope to see this number increase with time.   Our Fixes & Requests boards allow users to subscribe to over 23,000 product updates. While these settings and subscriptions (and discussion and idea subscriptions) allow us to better deliver information to users, we may have made things too easy to come. We’ve found that while many have subscriptions set up to their advantage, they are consuming the information via email rather than logging in. We actively post webinar recordings and other items that users can only access upon logging in but continue to work on campaigns to drive visitation and log in.   Home page with Subscriptions and Quick action buttons       Fixes & Requests and Subscription Ability     Product Roadmap with Client and Advent Ideas     Product Menu with Product and Version settings        
Company: MicroStrategy Entry submitted by: Daphne Tan (Market Engagement Manager) Community: MicroStrategy Community Lithy Category: Excellence in Customer Satisfaction   MicroStrategy provides business intelligence solutions by empowe... See more...
Company: MicroStrategy Entry submitted by: Daphne Tan (Market Engagement Manager) Community: MicroStrategy Community Lithy Category: Excellence in Customer Satisfaction   MicroStrategy provides business intelligence solutions by empowering organizations to make sense of large data volumes, get answers to their toughest business questions, and build beautiful data visualizations.   Our customer satisfaction initiatives    MicroStrategy provides business intelligence solutions by empowering organizations to make sense of large data volumes, get answers to their toughest business questions, and build beautiful data visualizations. Our community offers users, partners, and customers a platform for peer-to-peer support at any time across the globe. In 2014, we only had about 300 active users. Today with our Lithium-powered community, we have about 17,000 active users and 63,000 registrants.     At the end of 2014, we had just transitioned from our forums to the Lithium. Our challenge in 2015 was to make the community one of the channels through which our customers felt connected and supported. Prior to our transition to Lithium, our forums lacked ease of use and did not facilitate conversation or collaboration. We did not know how vast the MicroStrategy user network was or could be.   Additionally, our tech support staff was overwhelmed, not having enough hands or minutes in the day to troubleshoot the same basic questions over and over. Time and energy was not going to the cases and questions that mattered and there needed to be better management of tech support resources. We wanted to make our technical notes and solutions searchable, so that any user could google something and find his/her answer right away.     Within the overarching goal of facilitating a greater customer care were underlying objectives of gaining user trust and developing a stronger online presence. We hoped the community would better resonate with our customers than the forums did and offer them a space for industry connections to form. Anything that could offer users and customers a sign of life or suggest potential engagement was a clear need.     Ultimately, we wanted to make 2015 the year of the customer: we wanted our customer service to keep pace with our most dynamic product release that became generally available that summer.     Improving technical customer support & reducing support costs   In particular, we wanted to improve technical customer support and reduce support costs through the community. Improving upon technical customer support by transforming the online customer experience would ultimately reinforce Microstrategy's engagement strategy across the organization.   Every community post and response became a touchpoint for us, making our organization ever more personable and approachable. For an enterprise technology organization as large as ours, it is crucial to ensure that users know that on the other side of the community, MicroStrategy indeed is listening. The community reoriented our customer service methods by giving us an opportunity to leverage social listening.     By partnering with Lithium, we were able to launch a vibrant community that improved responsiveness and support costs through increased user engagement. Support now operates at a much larger scale. MicroStrategy’s use of the community began and continues to be about meeting the needs of customers. We place the community on the forefront, prioritizing it as a channel through which customers can vocalize their thoughts and needs. Every single MicroStrategy customer uses our community. With the help of Lithium, we are able to bring the online and offline interactions with MicroStrategy into one seamless experience and change the way others view our customer care organization.   Our metrics   Lithium’s data-driven approach to community through Value Analytics allows us to measure the results of our community implementation and the overall impact it has had on our business. The survey pop-up gave us an opportunity and mechanism to measure customer satisfaction (CSAT) and call deflection.   Our indirect call deflection satisfaction data shows that 61% are satisfied or very satisfied with their overall experience on our community. 85% of those visiting our community are seeking information, 72% of them actually find what they’re looking for, and 23% are likely to contact MicroStrategy if their question wasn’t answered through the community.   Our Value Analytics data further shows a 15% increase in case deflections since we rolled out our community, proving that our community helps reduce the volume of customer cases. To calculate case deflection, we created our own formula where we use accepted solutions and a factor of solution views. This has enabled us to show our executives the value from the support side of our community. At our annual conference in Miami, we’ve been able to get a better sense of where the community stands among our users. We brought together a number of our community superusers physically in the same location for the first time ever. All in all, users are satisfied and more well-connected with MicroStrategy with Lithium’s platform and incorporation of gamification. They feel more valued and connected with not just MicroStrategy, but one another.  
Company: Telenet NV Entry submitted by: Geoffrey Ramon  (Social Media Lead) Community: Telenet Community Lithy Category: Excellence in Customer Satisfaction   Telenet’s purpose is to help and inspire our customers to make the most of ... See more...
Company: Telenet NV Entry submitted by: Geoffrey Ramon  (Social Media Lead) Community: Telenet Community Lithy Category: Excellence in Customer Satisfaction   Telenet’s purpose is to help and inspire our customers to make the most of life and business in the digital world, and to do so wholeheartedly.   We brought superfast broadband to Flanders, we made phone calls via cable cheaper, and we made digital TV the standard. Telenet introduced its customers to a world of new possibilities.   Technologies which were in their infancy only yesterday are now accepted as standard. Customers don’t have to think about them;  they just want to get on with things.   If you are supported by exceptional services, you can let yourself go completely in what you want to do. Infinite possibilities help you focus on opportunities.   Families discover a completely new style of entertainment where they can watch what they really want to see, anytime, anywhere. Businesses are also discovering new opportunities as Telenet helps them to fully embrace the digital world.   Opportunities to make the most of life and do what we wish wholeheartedly and share it with others.   1 year of an amazing customer experience   Within Telenet, our mission is to make it our customers as effortless as possible. One our strategic pillars is to deliver an amazing experience, whether it is through our products or along the customer journey. To emphasize this, a separate department was founded 'Ace' = Amazing Customer Experience. Following from customer insights an intensive multi-year program was set in place, that allows us to visit all of our customers to fix inhouse connectivity issues, as this is the biggest grievance of customers.   Bearing the customer effortless and an amazing experience in mind. It brought us to being the N°1 Social Devoted Brand on Facebook in Belgium since June 2013 and belonging to the top 500 Socially Devoted companies in the world.   We’ve learned that there is a good appreciation in the market from our customers, prospects and opinion leaders on social media (acknowledged by www.socialbakers.com).   Resulting from, amongst others, these excellent results and keeping the effortless/ ACE in mind Telenet was ready to take on the next level in its social maturity by launching its own branded platform powered by Lithium in 2014.   As from the start it was made clear that the Telenet Community Forum needed to be an addition to the existing customer proposition and not a replacement. The main focus is out of boundaries support by a peer to peer community and being a home for internal and external beta tests.   Throughout the first year we achieved a great success in consumption, unique visitors and registrations.   But most of all, from the very start, we noticed an analytical but positive mindset from the community members towards each others and towards new members. Best illustrated during our latest price adjustment, we saw a neutral-objective tone of voice. A self- regulating base has been made for our future superuser program .      The issue that we are looking to solve with Lithium   Together with the growth of the approachable social media accounts, so grew the out of boundary questions towards Telenet.   A growing number of connected devices with specific settings and operating systems “Out of the ordinary” set-ups of connected audio and video devices together with our inhouse modems/routers and their specifics Numerous “internet of things” that are way out of our (company) league   All of these challenges needed a centralized, searchable and Telenet-branded approach, as an addition to our existing customer propositions.   From 2014, we were able to redirect customers towards the Telenet community. Both our spoken and our social media team had a specific solution towards our customers for all of their “out of boundaries” questions, resulting in linked traffic between social media and The Telenet community. 
Company:  Post Office  Entry submitted by: Darren Jones (Social Media Manager) Social Channels: Twitter  and Facebook Lithy Category: Marketing Champion   With over 370 years of service, Post Office is the UK's largest retail network a... See more...
Company:  Post Office  Entry submitted by: Darren Jones (Social Media Manager) Social Channels: Twitter  and Facebook Lithy Category: Marketing Champion   With over 370 years of service, Post Office is the UK's largest retail network and the largest financial services chain in the UK with more branches than all of the UK’s banks and building societies put together. We also have growing direct channels such as contact centers and online - meaning they’re there for more customers, in more ways.   Post Office is now more than it ever was - an independent multi-channel business, with a vibrant, fast-growing financial services business and embarking on a new era of growth, modernization and customer excellence in serving the UK population.   Our unique promotion    In research, it was revealed that our customers had low awareness of Post Office's Sunday opening hours, and there customers had a negative perception of us as not being open around them. We were tasked with creating widespread awareness of Sunday opening hours. The strategy was to dominate Twitter for one day only with #LoveSundays, celebrating everything great about Sundays, from brunch to pajamas to Sunday dinner and - of course- Post Office's Sunday hours. Twitter was the perfect place to generate broad awareness and to engage our audience with the core campaign message.   Our strategy and tactics   Our strategy was shaped around using social media to help increase footfall into branches, increase sales of parcels/letters and overcome negative perceptions. The solution was to launch a #LoveSundays real-time marketing campaign, with a tiered content approach that focused on:  Prepared: Aligned to people's Sunday activities and we ran mini competitions throughout the day encouraging user generated content. Reactive: We produced social content reactively when topics relevant to our customers were trending in order to increase the reach of our message, as well as offering real-time, personalized customer service by helping customers notice that their nearest branch is open on Sundays.   LSW helped us organize all the massive conversations into appropriate queues, as well as helping us to surface customer data- helping us to delivery personalised conversations, specifically: ‘Notes’ and ‘Conversations’– allowed us to quickly understand whether the person had talked to us before, which helped our operations team with background information. ‘Snooze’ - allowed us to go back to key influencers after the campaign. ‘Klout Topics’ - gave us a quick snapshot of the individual’s interests, which we used to try and tie back to the Sunday opening message. For example, if someone was interested in gardening, then this opened up the opportunity for us to reply to the customer with an “open around you” message about them visiting us before their Sunday trip to the garden center. ‘Klout Score’ - understanding this was helpful to amplify the campaign by giving us the opportunity to engage with those with a high influence quickly/in the moment, and in the process – encourage them to retweet (for example- when the Church of England tweeted). ‘Import’ - allowed us to import particular tweets from influencers, and participate in conversations – based on what was trending at the time, for example, The Open.   Our results   The campaign was extremely effective and we exceeded all of our campaign objectives and benchmarks in just one day:   Campaign objectives: Reach and awareness of Sunday openings core message. Hit social media engagement rates of 1.5% on Twitter Increase visits to the branch finder on PostOffice.co.uk. Increase volume and income in Mails category.   Results: Over 2 million impressions on Twitter. Average engagement rate of 6.01% on Twitter (way above benchmark). #LoveSundays trended organically, without paying for a Promoted Trend. 866% increase in branch finder page views versus previous weekend.   We also had several thousand more customers in the week immediately after #LoveSundays. Across web and in-branch it grew volume (7%), value (10%) and income (5%) for instant short term gain in trading.   The campaign highlighted the importance and effect that good quality customer interactions can have on amplifying a campaign and changing perceptions of a brand, just as much – or more - than broadcasting status updates. As such, we expect both teams (customer service and marketing) to be working much closer together for future campaigns, as well as upskilling our customer care agents with marketing skills, so they can spot more ‘moments’ to help amplify our corporate messaging within their replies.   For more, please visit https://storify.com/PostOffice/the-post-office-is-changing    
Company: Rogers Entry submitted by: Margaret Tsuji (Community Forums and Social Media Support Manager)  Community: Rogers Community Forums Lithy Category: Total Community All Star   Rogers Communications is a diversified Canadian commu... See more...
Company: Rogers Entry submitted by: Margaret Tsuji (Community Forums and Social Media Support Manager)  Community: Rogers Community Forums Lithy Category: Total Community All Star   Rogers Communications is a diversified Canadian communications and media company. We are Canada's largest provider of wireless communications services and one of Canada's leading providers of cable television, high speed internet and telephony services.     In 2014, we launched a multi-year plan, called Rogers 3.0, to revitalize the company’s legacy of innovation and growth. The plan is centered around delivering a better experience for our customers. We are focused on fixing the basics, creating a more consistent experience and improving customer self-service.   Our road to Lithium   In 2010, we chose Lithium as our platform provider and launched the Rogers Community Forums. We wanted a best-in-class platform and a means for customers to self-serve, thereby deflecting calls from our contact centres. The support provided at that time was predominantly peer-to-peer technical support.   With the successful launch of the Rogers Community Forums, we sought new opportunities to engage with our customers; Twitter and Facebook were the obvious choices.   In 2011, we launched our Social Media Support team, offering our customers a new and convenient support option. As such, we began to support and engage with our customers on Twitter and Facebook. As we earned their trust through the provision of reliable support and information, customers began to adopt this new means of social support and the volume of customer interactions in social media grew exponentially.   Recognizing the need for better reporting capabilities for our social support, we began searching for a social tool that would enable better customer engagement and provide valuable insights through data collection and reporting. After researching a number of social engagement tools, we settled on Lithium Social Web (LSW) and in 2014, the Social Media Support team was transitioned to the LSW platform. The transition gave us access to more insightful reporting and new capabilities.   Our Social Media Support team started off as a small group providing customer support on Facebook, Twitter and moderation of the Rogers Community Forums. We now have a significantly larger team supporting customers in social media and for the first time ever, we have a dedicated moderator team for the Rogers Community Forums.   The benefits of having both a  community and LSW   A Lithium community and LSW are important to our social strategy of providing customers with convenience through self-serve. LSW enables seamless engagement with our customers, allowing us to respond to their support requests on Facebook/Twitter via PM/DM or in public, while the Community Forums serve as a lasting source of relevant and helpful content.   In 2015, we optimized the Rogers Community Forums by leveraging insights from Lithium Social Intelligence (LSI). Our focus was set on content optimization, customer support and redesigning the Community Forums. We underwent a significant clean up and optimization exercise where we reviewed each and every post (all the way back from 2010) to ensure accuracy and relevance of information, accepted or provided solutions, and then creation of new content via posts, videos and blogs which aligned to contact centre top call driver results.   In addition to a significant community redesign in partnership with Lithium, we also launched Gamification in 2015. Take a look at some of our badges:     And we were one of the first Lithium communities to undergo a Responsive redesign. Over 30% of our traffic comes in from mobile devices and we expect this number to increase.     We also shifted from a purely peer-to-peer support model and started to provide direct support to customers in the Community Forums when our Super Users or other users are unable to assist. We created a common handle called @CommunityHelps to PM with users in the Community Forums. This helps our interactions look and feel seamless to the user and allows us to house all PM conversations in a single, easily-accessed inbox.     Our super user program is a key pillar of our overall Community Forums strategy. In 2015, we created “Front of the Line” service for our Super Users. In LSW, we have tagged our Super Users as priority customers so they receive even faster service through our social channels if they need it. It’s a small token of appreciation for their help in the Community Forums and it’s made possible by LSW.     Our Total Community results   Today, the Rogers Community Forums is staffed to support customers from 8 am to midnight, 7 days a week. Our response time has dropped dramatically to under 60 minutes. We create content daily using blogs, posts, videos and live Rogers Ask an Expert events. Our marketing teams have created detailed communication plans to promote the Rogers Community Forums as a destination for self-serve. We are also invited to every go-to-market activity across the company; Community Forums are now seen as a channel in which we can communicate new product/service launches AND obtain valuable customer insights/feedback post-launch.   Take a look at some of the promotional material designed to drive traffic to the Rogers Community Forums:     We achieved some amazing results from all of our efforts in 2015 (chart below). We have set some aspirational targets for 2016 and are confident that we are well on our way to our goal of offering a best-in-class customer experience.   KPI 2015 Results Registered users 20% YoY ↑ Page views 60% YoY ↑ CHI All time high 787 in Sept Response time <60 minutes Call deflection Deflected 160k+ calls Super users 11 super users spent 4,713 hours online    
Company: Rogers Entry submitted by: Margaret Tsuji (Community Forums and Social Media Support Manager)  Community: Rogers Community Forums Lithy Category: Excellence in Customer Satisfaction   Rogers Communications is a diversified Can... See more...
Company: Rogers Entry submitted by: Margaret Tsuji (Community Forums and Social Media Support Manager)  Community: Rogers Community Forums Lithy Category: Excellence in Customer Satisfaction   Rogers Communications is a diversified Canadian communications and media company. We are Canada's largest provider of wireless communications services and one of Canada's leading providers of cable television, high speed internet and telephony services.     In 2014, we launched a multi-year plan, called Rogers 3.0, to revitalize the company’s legacy of innovation and growth. The plan is centered around delivering a better experience for our customers. We are focused on fixing the basics, creating a more consistent experience and improving customer self-service.   Our 2015 customer satisfaction initiatives   Rogers made a $100 million commitment in 2015 and another $100 million in 2016 to customer experience improvements overall. One of our goals is to deliver the best end-to-end customer experience with minimal customer effort.   We adapted support models to customers’ mobile habits, so customers can get service on the digital and social platforms where they already spend time. In 2015, we made the quantum leap to offer support 24/7 for our customers through social media. We are still the only major Canadian telco to do so.   In partnership with Facebook, we were the first telecommunications provider in the world to offer customer support through Facebook Messenger. Customers can reach us through Facebook Messenger to ask questions, make changes to a plan, update an account, set up a new line and more.         Customers have the ability to respond at their convenience and keep track of the conversation just like they would with their friends.     Leveraging LSW has allowed us to seamlessly and efficiently respond to support requests on Facebook and Twitter, resulting in an average response time of 30 minutes or less. In fact, our goal for 2016 is to achieve an average response time of 15 minutes or less. LSW has also helped us better understand our volume and traffic patterns so we can make operational changes to better serve our customers. In order to support Facebook Messenger, we drastically increased the size of the team and were able to rely on the scalability of LSW to do so.   Our response time has steadily decreased and we have earned the “Very responsive to messages” badge consistently on our Facebook page:   How Lithium helps us solve customer issues   We want to make it easy for our customers to get help. More than 16 million Canadians are on Facebook every day, so it makes perfect sense to bring service to them -- when and where they want it. Now, our customers can message us on Facebook Messenger, ask questions, make changes to their account, and get their problems solved without waiting on hold.   Rogers has seen a significant increase in customer satisfaction metrics for social media support, and attribute part of this to the support customers are receiving from Messenger.   NPS has increased since the launch of Facebook Messenger. In fact, the Social Media Support team has the highest NPS score of all consumer contact channels at Rogers! Furthermore, customer complaints, as reported by the Commissioner for Complaints for Telecommunications Services (CCTS) declined faster than all key competitors, down 26% in 2015 and down 50% over the past two years. At the time of this submission, the Mid-Year Report from the CCTS was just released: The Mid-Year Report lists the number of complaints received from the customers of all Participating Service Providers, and shows a substantial decrease in the proportion of complaints received from customers of Rogers. “Although Rogers still had the second-most complaints, it generated 65% fewer complaints in the first half of this year than in the same period last year. We applaud Rogers for the time and effort it has invested in working with CCTS to reduce the number of customer interactions that require recourse to CCTS, thus improving the customer experience for its subscribers. We encourage all of our Participating Service Providers to make similar efforts.” In our first month alone, we had over 70,000 customer interactions on Messenger. As we continue to invest in personalized, online and self-service options, contact volumes have declined by almost 13% in 2015.    
Company:  TELUS Entry submitted by:Scotty Jackson (Sr. Strategy Manager) Community: TELUS Neighbourhood Lithy category:  Community Design of the Year   TELUS is Canada’s fastest-growing national telecommunications company, with ... See more...
Company:  TELUS Entry submitted by:Scotty Jackson (Sr. Strategy Manager) Community: TELUS Neighbourhood Lithy category:  Community Design of the Year   TELUS is Canada’s fastest-growing national telecommunications company, with $12.5 billion of annual revenue and 12.5 million customer connections, including 8.5 million wireless subscribers, 1.5 million residential network access lines, 1.6 million high-speed Internet subscribers and 1.0 million TELUS TV customers. TELUS provides a wide range of communications products and services, including wireless, data, Internet protocol (IP), voice, television, entertainment and video, and is Canada's largest healthcare IT provider.   Our Community Goals   Since its launch in 2013, the TELUS Neighbourhood has been focused on providing support content and conversations to users with the goal of offsetting live contact, expanding scope of support through crowdsourced content, and connecting customers more deeply with each other and with TELUS.   A Standout Responsive Design   The TELUS Neighbourhood employs a very deep digital standards guide developed by TELUS to guide all of our online experiences. In this way, our brand becomes a platform from which all experiences emerge, making our community immediately visually familiar to users.   We have employed the use of Lithium responsive (and our own customized approach to responsive before that) to extend that familiar experience across all devices, making an optimized mobile experience and bringing consistency of experience across screen sizes.   We leverage digital assets and design to make for a delightful and outcome-oriented community. Our standards make for a very clean presentation with no clutter, the focus being to provide users with what would satisfy their real needs. Some examples are the different navigational elements in place, designed to let our users get to the information they want as quickly as possible, with current and relevant content easily surfaced for the user.   How We Built our Custom Redesign   In late 2014, to employ brand standards and to match with a newly redesigned telus.com, we built a custom redesign of the Neighbourhood, using the Lithium API to push and pull content with a responsive frontend. While this achieved the use of our digital standards, it came at the cost of a wide number of features and performance. To address this, we became active in the Lithium responsive beta program in mid-2015.   In concert with the Lithium team, we undertook a deep inventory of components both operationally in place or desired. Comparing that inventory to the Lithium component set, we developed a plan to marry initial intent to existing components, striking a strong balance between standards, customization, and best practices.   We then embarked on a wireframing exercise to lock down the relative position of elements, leveraging the digital standards guide to direct look and feel. Through this, we further identified opportunities to optimize for experience and sustainability while still keeping the spirit of our digital standards adhered to.   We released for the first time in January 2016, and have since done a number of subsequent publishes to continue to refine the experience to significantly positive response and engagement from our users.         Our Q1 2016 Design Excellence Results   A summary of the benefits realized in Q1 2016:   28% YoY growth in traffic (comparing Q1 2016 to Q1 2015) > 330,000 unique community visits Over 47% of traffic from mobile/tablet (vs. ~34% mobile traffic in late 2014) 286% growth in kudos given (comparing Q1 2016 to Q1 2015) Offsetting of over 66,000 live contacts (call, email, web chat, or store visit) $3.6M in annual operational savings
Company:  TELUS Entry submitted by:Scotty Jackson (Sr. Strategy Manager) Community: TELUS Neighbourhood Lithy category:  Support Savings MVP   TELUS is Canada’s fastest-growing national telecommunications company, with $12.5 bil... See more...
Company:  TELUS Entry submitted by:Scotty Jackson (Sr. Strategy Manager) Community: TELUS Neighbourhood Lithy category:  Support Savings MVP   TELUS is Canada’s fastest-growing national telecommunications company, with $12.5 billion of annual revenue and 12.5 million customer connections, including 8.5 million wireless subscribers, 1.5 million residential network access lines, 1.6 million high-speed Internet subscribers and 1.0 million TELUS TV customers. TELUS provides a wide range of communications products and services, including wireless, data, Internet protocol (IP), voice, television, entertainment and video, and is Canada's largest healthcare IT provider.   Reimagining our Social Strategy for Customer Care   In 2015, we reimagined our social strategy, developing a new operations team focused on not just customer service and engagement, but on content development and deep communication skills. We paired this team investment with LSW, which we use to listen and engage across Twitter and Facebook, and redesigned how we workgroup and flow potential cases. Most significantly, we also onboarded more teams internally to LSW, including Marketing Communications and PR, enabling better collaboration and swifter auctioning of support opportunities. With the launch of the Tribal Knowledge Base inside our community, the TELUS Neighbourhood, and LSW campaign and publishing capability, we have developed and implemented a virtuous cycle of customer listening, engagement, and needs fulfillment (see supporting visual).     Organizational Efficiency Through LSW   Through focused use of LSW and the redefinition of our operational team’s skillsets, we have consolidated a number of job functions within operations from our Marketing Communications team, and have further enabled the collaboration between operations, Marketing Communications, and PR teams. We have enabled efficiencies, reduced hand-offs, and optimized the customer experience by getting support opportunities identified and handled faster, also recognizing that experience and brand conversations often become support opportunities.   Leveraging both operations team expertise and the fact that more teams and functions were onboarded to LSW, we were able to further rethink team functions for efficiency, and maximize the value of our new operations team by consolidating some of the functions previously executed on by other teams.   Our Q1 2016 Support Savings Results   A summary of the benefits realized in Q1 2016:   $3.6M in annual operational savings Offsetting of over 66,000 live contacts (call, email, web chat, or store visit) > 11,000 Twitter and Facebook conversations and over 30,000 responses sent 80% of Twitter conversations responded to un 35 minutes or less > 1,600 community posts, 90%+ community-created > 330,000 unique community visits 98% customer satisfaction 90% likelihood to recommend TELUS (NPS) 89% likelihood to share experience
Company:  TELUS Entry submitted by: Scotty Jackson (Sr. Strategy Manager) Community: TELUS Neighbourhood Lithy category:  Excellence in Customer Satisfaction   TELUS is Canada’s fastest-growing national telecommunications compan... See more...
Company:  TELUS Entry submitted by: Scotty Jackson (Sr. Strategy Manager) Community: TELUS Neighbourhood Lithy category:  Excellence in Customer Satisfaction   TELUS is Canada’s fastest-growing national telecommunications company, with $12.5 billion of annual revenue and 12.5 million customer connections, including 8.5 million wireless subscribers, 1.5 million residential network access lines, 1.6 million high-speed Internet subscribers and 1.0 million TELUS TV customers. TELUS provides a wide range of communications products and services, including wireless, data, Internet protocol (IP), voice, television, entertainment and video, and is Canada's largest healthcare IT provider.   Putting our Customers First   Our top priority since 2010 is putting our customers first. We do this by consistently delivering exceptional client experiences and winning the hearts and minds of Canadians on our journey to become a world leader when it comes to the likelihood that our customers recommend our products, services and people.   We know that listening to our customers is an integral part of our Customers First journey and that taking action based on what they say is just as important. Over the years, we’ve worked harder to identify what our customers are looking for and delivered products, services and experiences that met their expectations.   Every team member, regardless of their role, has a responsibility to put customers first, which is why we have continued to integrate a Customers First culture across the organization.   How We Executed Our Customers First Initiative   In 2015, we reimagined our social strategy, developing a new operations team focused on not just customer service and engagement, but on content development and deep communication skills. Pairing this team investment with existing LSW capability, the launch of the Tribal Knowledge Base inside our community, the TELUS Neighbourhood, and publishing capability, we have developed and implemented a virtuous cycle of customer listening, engagement, and needs fulfillment (see supporting visual).   This meant redefining and redesigning the role of social operations, its job description, and its day to day functions. We diligently tested and recruited for this newly redefined role, and have worked with the successful team members to provide them with increased levels of access to and capabilities within both LSW and our community, the TELUS Neighbourhood.   Our goal was to create a team rooted in both service and content creation excellence who could look at customer questions as unmet demand for support content, then work to meet that demand with social and crowdsourced content. In doing so, we engage and satisfy our users while saving organizational cost. Through our revamped operational team, their access to content creation, adoption of LSW publishing and campaign capability, and their access to management of and response to Ideas, Blog, and Articles (TKB) conversations, we have effectively realized that goal.   A key example of this strategy in action was our development and maintenance of a software update schedule. Upon hearing social conversation and having customer concerns expressed, we were made aware of an opportunity to more transparently share the process for and schedule around delivering software updates to mobile devices. We created a Blog post and Article that addressed these needs, and have leveraged them to great success in fielding inquiries and concerns.   A second example was the StageFright campaign. When Android customers were vulnerable to the StageFright exploit and it started gaining media attention and driving social conversations, we wanted to get in front of the questions. As such, we rapidly developed an Article about the StageFright vulnerability, leveraging content from users already posting. Customers could then be referred to this not only in social, but via our IVR when phoning in and through a mass text campaign where we promoted the Article and community to all Android device users.     Our Q1 2016 Success Results   A summary of the benefits realized in Q1 2016:   98% customer satisfaction 90% likelihood to recommend TELUS (NPS) 89% likelihood to share experience > 11,000 Twitter and Facebook conversations and over 30,000 responses sent 80% of Twitter conversations responded to in 35 minutes or less > 1,600 community posts, 90%+ community-created > 330,000 unique community visits Offsetting of over 66,000 live contacts (call, email, web chat, or store visit) $3.6M in annualized operational savings
Company:  TELUS Entry submitted by: Scotty Jackson (Sr. Strategy Manager) Community: TELUS Neighbourhood Lithy category:  Total Community All Star   TELUS is Canada’s fastest-growing national telecommunications company, with $12... See more...
Company:  TELUS Entry submitted by: Scotty Jackson (Sr. Strategy Manager) Community: TELUS Neighbourhood Lithy category:  Total Community All Star   TELUS is Canada’s fastest-growing national telecommunications company, with $12.5 billion of annual revenue and 12.5 million customer connections, including 8.5 million wireless subscribers, 1.5 million residential network access lines, 1.6 million high-speed Internet subscribers and 1.0 million TELUS TV customers. TELUS provides a wide range of communications products and services, including wireless, data, Internet protocol (IP), voice, television, entertainment and video, and is Canada's largest healthcare IT provider.   Our Road to Lithium   In 2010, we began engaging and supporting customers through Twitter, leveraging the opportunity of conversations that customers were already having. We followed their lead going to where they were, wanting to join in the conversation. As this sustained and grew, our organization’s listening/marketing tools no longer sufficed; we needed a toolset focused on conversation and case management. Through 2012 we explored tools across the market, and at the end of 2012, after a very successful pilot, we signed with Lithium for LSW.   In 2013, we opened our Facebook wall and established it as an additional customer engagement channel beyond its previous focus of marketing and brand conversation. Additionally, seeing the opportunity to crowdsource knowledge and bring social conversation closer to our own domain, we embarked on a journey to build an on-domain community. After the comparison of several solutions, we selected Lithium, and were able to launch our community forum platform, the TELUS Neighbourhood, eight weeks later. It was augmented with Ideas in 2014 to capture and create conversation around customer concepts and suggestions, as well as with a Blog and Articles (Tribal Knowledge Base) in 2015 to broaden our customer engagement.   Everyone Wins with a Total Community   Our team strives to create a meaningful social experience for every customer and each interaction. In 2015, we reimagined our social strategy, developing a new operations team focused on not just customer service and engagement, but on content development and deep communication skills. Pairing this team investment with existing LSW capability, the launch of the Tribal Knowledge Base inside our community, the TELUS Neighbourhood, and LSW campaign and publishing capability, we have developed and implemented a virtuous cycle of customer listening, engagement, and needs fulfillment (see supporting visual).     Identifying and listening to customers needs, both through active participation (LSW analytics of Twitter, Facebook, and the TELUS Neighbourhood posting across interaction styles) and passive participation (LSI analytics of most popular on-domain forum content), we gain a deep insight into customer experience needs. With this insight, and leveraging the robust skillset of our social media operations team, we can polish and curate the most desired content in to Articles (our community Tribal Knowledge Base implementation). Then, leveraging the LSW Publishing Beta and other tools, we market and promote that community-inspired/authored content through our established social channels as well as contextually in the course of related support conversations.   A key example of this strategy in action was our development and maintenance of a software update schedule. Upon hearing social conversation and having customer concerns expressed, we were made aware of an opportunity to more transparently share the process for and schedule around delivering software updates to mobile devices. We created a Blog post and Article that addressed these needs, and have leveraged them to great success in fielding inquiries and concerns.   A second example was the StageFright campaign. When Android customers were vulnerable to the StageFright exploit and it started gaining media attention and driving social conversations, we wanted to get in front of the questions. As such, we rapidly developed an Article about the StageFright vulnerability, leveraging content from users already posting. Customers could then be referred to this not only in social, but via our IVR when phoning in and through a mass text campaign where we promoted the Article and community to all Android device users.   This all happens while engaging and supporting customers in near real-time response on Twitter and Facebook. In 2016, we have already supported over 11,000 off-domain social conversations, with over 80% of Twitter responses done in under 35 minutes. This is springboarding off of the over 48,000 conversations we supported in the whole of 2015, and a sign of ongoing engagement.   Using Total Community practices internally, we developed a wholly cross-functional working team, combining the strengths and perspectives of the new operations team, our Marketing Communications Team, and Media Relations teams to deliver an entirely aligned experience for key brand initiatives, namely our #ExpectMore campaign, where we drove and contributed to conversation about customer experience. This enabled rapid development of content and responses, both written and in video.   To support and grow the on-domain portion of our Total Community, we completed the work on migrating our on-domain custom community in to Lithium responsive, launching it in January 2016. This more reliable, better performing, and more feature-rich implementation of the community has spurred on over 1,600 community posts YTD, a sign of strong growth compared to the 5,889 posts seen in 2015. It should be noted that over 90% of that content is customer-generated (i.e. not moderator or community admin). More exciting than that is that we have already welcomed over 330,000 unique visits so far this year, a more than 28% growth over this same period last year and a strong start as we plan to improve over the 1.33 million total unique visits we enjoyed in 2015.   Lastly, we quietly launched our Community Power User (CPU) Program, which more formally enlists and engages our most influential and active community users. Each was presented with a formal welcome package, and has regular live conversations with our community management team, as well as participation with one another in a private CPU community board. While we work to expand and develop a public plan for the program, this launch helps sustain the contributions of three key individuals who contributed 26% of community content in Q1 2016.   This integrative total community strategy resonates well with our users. When surveyed in Q1 of 2016, they shared a 98%+ satisfaction rate with their social experience with TELUS and, based on that experience, 90% are likely to to recommend TELUS to friends and family, and 89% are likely to share their social experience. These results are all improved substantially over historical, reflective of the value of our new operational model and integrative total community approach.   Quantitatively, this total community approach also serves the business. By serving in social and cultivating content of need to our customers, we are targeting, and are well on track to meet, $3.6M in operational support cost savings through 2016, which continues to grow the value we have realized each year.   Our Q1 2016 Total Community Results   Harnessing the power of social and our total community strategy, we meet the needs of our customers, we delight them, and we save organizational cost. Win, win, win. A summary of the benefits realized in Q1 2016:   > 11,000 Twitter and Facebook conversations and over 30,000 responses sent 80% of Twitter conversations responded to in 35 minutes or less > 1,600 community posts, 90%+ community-created > 330,000 unique community visits 98% customer satisfaction 90% likelihood to recommend TELUS (NPS) 89% likelihood to share experience Offsetting of over 66,000 live contacts (call, email, web chat, or store visit) $3.6M in annualized operational savings
Company: GoPro Entry submitted by: Jeff Terrell (Director, Support Community) Community: GoPro Support Hub Lithy category: Community Design of the Year   GoPro, Inc. is transforming the way people visually capture and share thei... See more...
Company: GoPro Entry submitted by: Jeff Terrell (Director, Support Community) Community: GoPro Support Hub Lithy category: Community Design of the Year   GoPro, Inc. is transforming the way people visually capture and share their lives. What began as an idea to help athletes self-document themselves engaged in their sport, GoPro has become a standard for how people capture themselves engaged in their interests, whatever they may be. From extreme to mainstream, professional to consumer, GoPro enables the world to capture and share its passion in the form of immersive and engaging content.   Our community goals   GoPro’s mission is built on the idea that when you create the tools to help people capture and share their lives, something magical happens. Their shared content inspires others to get out there and do the same. We call this “The GoPro Movement” and it’s a testament to our inspired customer community and the world’s interest in participating. As stewards of this movement, it’s our job to make it easy for the world to join in.   When we launched the GoPro Support Hub, our goals were tied directly to this mission. Specifically, we wanted to build a platform that did three things:   Places GoPro enthusiasts at the center of a support community designed to inspire them and invite increased engagement. Engages audiences and enlist superusers to contribute value to the community by answering member questions and developing an emotional bond with our members at scale. Assures that our platform, trusted content, and incentives provide the unified foundation for this program that embodies the values of our trusted brand.   Ultimately, our goals for the GoPro Support Hub are tied to acquiring and engaging customers to experience our brand, giving those customers dynamic support and learning opportunities from both GoPro experts and experts within our customer base so everyone can get the most out of our products and services, and celebrating our members and sharing the content and knowledge they’ve developed.   Within GoPro, we often use the word “stoked” to express when we’re excited about something. The GoPro Support Hub is our way to help spread the stoke.   The design elements that make our community unique and stand out from the rest   Featured Search Bar Nearly all platforms have a search function, but for the GoPro Support Hub, we decided to bring that front and center and invite the user to “Find a solution. Share a solution, Ask a question. Stay stoked.”     Navigation Grid In addition to a traditional navigation tree, we built a more visual six-panel interface that encourages users to dive into our five key product categories, or into our in-house produced video tutorials. Each panel responds interactively to the user with engaging lifestyle images as the user mouses over, creating a dynamic experience that demonstrates the types of shots the user can capture with the products in that category.     Product Carousel Within each section, users find an image carousel of all of the products available in that category. Posts are automatically tied to a specific product based on labels the poster selects, giving other users the option to read and reply to posts on a category level, or to apply a visual filter so they only see posts related to the specific product they are interested in.     Profile Hovercard Designed to help members recognize and connect with each other, the profile hovercard feature is a pop up that appears whenever a user mouses over another user’s name. The card presents the other member’s username, avatar, rank and badges, core user stats, and the option to send the user a private message.     Badges Our badge system is customized in a very GoPro way. With names like Conversation Starter (new threads), Nailed It (solutions), Hi-5 (kudos), You’re It! (tags), Dishin’ Out 5s (kudos given), and Wingman (replies), and descriptions written to reflect our unique brand, we want to motivate users to keep earning badges so they can find out what the next one will say.     How we executed our community design   The GoPro Support Hub was designed in partnership with our Customer Support, Creative, Software & Services, and IT teams. The design is based on our company’s design perspective that great design doesn’t need to draw attention to itself. Our goal is to keep the aesthetic clean, simple, elegant, and understated.   Core to these goals, and in support of our mission to make it easy for people to capture and share engaging content, we deliberately decided to feature images of and by our customers wherever we can. In fact, GoPro products rarely appear in the lifestyle images found on the GoPro Support Hub. Our focus is on what people can do with GoPro products, not on directly marketing the products themselves.       With the foundational elements decided, we focused on integrating the GoPro Support Hub experience into the main GoPro.com site. We’ve done this in a number of ways:   1. Integrating the user’s already-established GoPro profile from the main site into the Support Hub via an SSO pull. This allows the user to have a seamless experience across both platforms.     2. Featuring the Support Hub on the GoPro.com Support page, which is accessible from the main header navigation on every GoPro.com page.     3. Integrating Support Hub content into our on-platform knowledge base so users with questions can find both GoPro-created articles as well as posts by our expert users.     The final step of our design process was to assure that we are embedding the GoPro Support Hub with a personality that matches the GoPro personality by assuring that our moderation team engages with our customers in a consistent and on-brand manner. Through trainings and regular team meetings, we are working to leave our users with the feeling that the GoPro Support Hub experience is authentic, friendly, inspiring, and even innovative.   Our metrics   In the first six months since the launch of the Support Hub, we have seen the following growth in our Traffic and Engagement stats [please note that these numbers are expressed as a compound monthly growth rate over the period]:   Unique Visitors – Grew 37.5% each month Total Visits – Grew 36.9% each month Total Posts – Grew 7.3% each month Views of Accepted Solutions – Grew 72.7% each month   Other engagement measures are also showing strong growth. These results are for the first quarter of 2016 vs. the prior quarter:   70.3% increase in the number of users starting a topic 75.8% increase in the number of users having a post they’ve written marked as an Accepted Solution 77.6% increase in the number of users who have given another user a Hi-5 (kudo) 56.4% increase in the number of users who have received a Hi-5 (kudo)