Sisense
Author Details: Name: David Raynor Title: Senior Community Manager Company: Sisense Tell us about you, your company, and your team? I joined Sisense as a Technical Account Manager in November 2022, started with the Community team in December 2023 as a Developer Liaison, and took over as Community Manager in January 2024. Sisense is a cloud-based business intelligence (BI) and analytics platform that helps businesses gather, analyze, and visualize data from multiple sources. It's designed to help businesses make informed decisions by providing a user-friendly interface for data exploration and reporting. We are a two-person Community team. Jackie Cordell and I handle the day-to-day operations of the community, identify and execute community projects and events, and report on community metrics. How does your role and your team support your company and its goals? The Sisense Community strives to empower members to find solutions through continued learning and collaboration. We showcase best practices, interesting use cases, and top users. The Sisense Community helps users to implement Sisense more effectively and efficiently. That supports Sisense's goals of customer retention and expansion. Who were the teams and use cases you put this solution in place for? What challenges was this solution intended to solve? The Sisense Community was underperforming, with low participation and shrinking growth. Internal teams were not confident in the community experience and hesitated to recommend it to their customers. Customer retention and growth were suffering as customers were not able to quickly find answers for their questions and solve problems. Community is an integral part of improving those metrics. What is a recent win, major innovation, or challenge your team has tackled in the past year that this solution helped you address? Describe the challenge, opportunity, and teams involved. When I started the community, we were focused on engaging directly with the community to rebuild trust with our users. Responding to posts in a timely and closing the loop were the first actions we took to prove that we are dedicated to creating an active and engaged forum. The result is that engagement is up across the board, growing by 100% - 300% YoY. Internal engagement has also increased, with technical resources participating in the community by answering forum posts, creating Knowledge Base articles, and promoting the community to their customers. What were the business outcomes and value driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. Customer retention and revenue growth are lagging indicators of Community engagement, so we have not been able to quantify the ROI yet. However, as Community engagement continues to grow we expect to see reduced churn and increased expansion. What were the progress outcomes driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. We focus on user engagement. We want to see our current users engaging more, asking questions, providing solutions, viewing KB docs and Blogs, and generally being more active and engaged. As we create ways to tie community engagement with increased customer lifetime value, reduced support costs, and reduced churn, those will become important ROI markers for us. What differentiated the Khoros Communities solution in your ability to achieve/deliver on your goals for the year? What in the solution helped enable it? Were other factors involved? Our Customer Success team has been very engaged and helpful in moving us toward our goals. Their support team has been quick to respond to tickets, and I appreciate the Khoros Forums also. What parts of your experience working with Khoros enabled you to address the need or challenge? The ability to send an email escalation when a post has not been responded to has been very helpful, as has the assistance of the CS team to help us monitor our KPIs.Hutchison 3G UK Limited (SMARTY)
Author Details: Name: Yulian Kozachok Title: CX Platform Lead Company: Hutchison 3G UK Limited (SMARTY) Tell us about you, your company, and your team? SMARTY is the SIM-only network on a mission to put the trust back into the mobile industry, by doing things differently. SMARTY believes there’s a better way to do things; great value, simple plans, transparent pricing and flexible monthly SIMs. Customers don’t need to worry about a hefty bill or nasty surprises at the end of the month – it’s simple, honest mobile. With a focus on the customer, SMARTY offers EU roaming up to 12GB and unlimited calls and texts with every plan. Customers can pause, change, or cancel monthly without long contracts tying them down for years. SMARTY is powered by Three Ireland's strong and reliable 4G and 5G network, which delivers super-fast speeds for all your mobile needs. SMARTY was recently named Which? Recommended Provider for the fourth year in a row thanks to its commitment to its customers – all 1 million + (as of October 2024) and counting! How does your role and your team support your company and its goals? The CX team specialises in creating a customer experience strategy that provides our audience with an engaging community and peer-to-peer support whenever needed. As a CX Platform Lead, I take care of the community, ensuring that it’s a reliable source of information for customers, allowing users to support one another while fielding engaging discussions. We also run multiple competitions on the platform to boost engagement and provide incentives for being a part of the community. Who were the teams and use cases you put this solution in place for? What challenges was this solution intended to solve? The SMARTY Community platform is a place where customers can share knowledge and ideas, give peer-to-peer support and access 24/7 help. As our customer base grows, we are looking to gain more of their valuable insights through real-time feedback. The Khoros Community platform is a fantastic asset that enables us to listen to our customers, explore analytics, and understand our customers on a deeper level. We also know that our customers love to self-serve, rather than spend time trying to reach an agent. The community content management enabled us to tag, review and edit content quickly, so users can easily find solutions to any problems they face. What is a recent win, major innovation, or challenge your team has tackled in the past year that this solution helped you address? Describe the challenge, opportunity, and teams involved. Our goal for this year was to boost our Registrations, Engagement and improve community Resolution Rate. Community platform provides an excellent outlet to present customer-centric content to our base. We kicked 2024 off with a SMARTY Community 1st Anniversary Prize draw. “Let us know about your favourite bargain”. This was an instant success aligning well with SMARTY’s mission to provide great service at bargain prices. In July we have launched “Win Big This Summer” - our most successful activity so far. A segment of our new The Travel One newsletter, this event was a culmination of work and collaboration between Marketing, PR, Comms and CX teams within the business. To boost our community Resolution Rate, we have introduced a Help Video section in our forums and utilised custom content components to feature most wanted content when necessary. For example, Roaming and device settings during the summer months. In addition, we have launched and Ideation area where we invite our customers to share their suggestions and feedback about current features. What were the business outcomes and value driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. There is a great value of having our community platform as there are many advantages over other social media channels. Besides providing self-service and decreasing the costs, we can use the community to engage with our base, gather insight, run tests and ideation. Great to see that our Community is helping people to make their purchasing decision. Conversion rate to store is between 1.6 - 2%. Retain – despite being no obligation SIM package only deals provider, we are seeing customers who have participated in multiple community events in the past 18 months, and we are looking forward to introducing a Superuser program. What were the progress outcomes driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. Approaching our 2nd year, we believe our community is doing well, we have doubled almost in every metric and continue to grow: We have over 90K registered Community members already, and we average at 60K Unique Visits monthly. Our Traffic has been growing at a steady pace and we are well above 150k Page views every month now. Community Responsiveness is around 8hr mark. We have seen a 7% improvement in our Resolution Rate year to date. What differentiated the Khoros Communities solution in your ability to achieve/deliver on your goals for the year? What in the solution helped enable it? Were other factors involved? Khoros community platform provides a necessary toolbox to deliver our vision for Customer Experience. Currently we are sandbox testing Khoros Aurora platform and are excited about this powerful new tool that will help us to better manage our community and create more engaging customer experience. What parts of your experience working with Khoros enabled you to address the need or challenge? We have hadseveral customisation requests and Khoros PS were able to provide the solution swiftly. Our Customer Success team in Khoros provides support that we require. Atlas Community forum, and various community meetups and webinars Khoros is organising are particularly helpful to get an additional insight, share and learn from other community players.Fortinet
Author Details: Name: Kate McMillan Title: Service Technology Manager Company: Fortinet Tell us about you, your company, and your team? I’m part of the Community team for Fortinet. Founded more than 20 years ago in Sunnyvale, California, Fortinet continues to be a driving force in the evolution of cybersecurity and the convergence of networking and security. Our portfolio of over 50 enterprise-grade products is the largest integrated offering available, delivering proven cybersecurity everywhere you need it. More than 755,000 customers trust Fortinet solutions, which are among the most deployed, most patented, and most validated in the industry. Our team works as part of the support side of the business, building the Fortinet Community which provides a single source of support knowledge and community for our customers and our worldwide partner network. How does your role and your team support your company and its goals? Fortinet’s mission is ‘Securing people, devices, and data everywhere’. Our aim is to provide customers with the information they need at the time they need it, facilitating quick solutions with minimal customer effort. We build community-based solutions which put the customer first, connecting our users with the most relevant content from our wide network of product experts, allowing them to keep their people, devices and data secure. Who were the teams and use cases you put this solution in place for? What challenges was this solution intended to solve? We created the Fortinet Community in 2021, bringing together multiple disparate systems to provide our customers with a single place to find answers, collaborate and share ideas. Since that time, we have grown to a community of 125,000 registered members globally with 41 million page views per year and 6.5 million unique visitors. We put the community in place for various groups across the Fortinet ecosystem: our customers, support teams, partners and distributors, sales and sales engineers make use of the Community on a daily basis. The Community was intended to solve the challenge of providing information and answers to Fortinet’s extensive customer base on the range of 50+ leading security products we provide. As the largest installed base of network firewalls in the industry, we are serving a vast audience. We also needed to scale this wealth of expert knowledge so that it could be made available to as many people as possible, 24/7. We wanted to enable our teams who interact with our customers in chat to have a seamless and consistent experience. We also wanted this experience to take advantage of our existing knowledge base to reduce time to resolution and set the stage for more advanced interactions with Generative AI capabilities. What is a recent win, major innovation, or challenge your team has tackled in the past year that this solution helped you address? Describe the challenge, opportunity, and teams involved. Major Win: Community Powered Knowledge Since the launch of Community in 2021, we have seen three years of growth in terms of the content provided, membership numbers and engagement with the Community platform. One of our goals of the program is the promotion of centralized and reusable knowledge within our support ecosystem. With over 50 products in the security arena, Fortinet is constantly evolving, and we want to make sure the wealth of knowledge and technical expertise within our organization is available for customers to find when they need help. The Knowledge Centered Service (KCS) program at Fortinet aims to do just that; we operate on the KCS principle that “all of us are smarter than one of us” and we work to capture that knowledge so that it can be reused to help our customers again and again. We work hand in hand with colleagues globally including TAC Support teams, Advanced Support, Sales Engineers and Specialists to capture knowledge and craft it into knowledge articles, which live on the Community. These are constantly evolving as our engineers update these articles to ensure they remain relevant and up to date. By leveraging a federated search engine (SearchUnify) alongside Khoros we can combine all our support data in Community – including additional content sources such as our documentation, websites, video content, and leading FortiGuard library so that customers find an answer from one unified UI. The KCS education program is strongly interlinked with the Community platform as well. With regular newsletters, training sessions and constant feedback loops we are working to build and extend this knowledge sharing culture. The win for Fortinet here is the ability to develop content at scale and Khoros helps us do this with a unified publishing engine. Our customers and partners have also been empowered with the ability to suggest article edits and submit new article ideas so we can work with our community to develop content based on their input. The change in perspective for our engineering teams has been massive as we shift the mindset towards capturing knowledge and creating articles. We work closely with this audience, running frequent communications, feedback sessions and providing incentives to show appreciation for strong contributions. Monthly newsletters call out our top contributors to both the Knowledge Baseand Forum, with rewards and recognition for those who are going above and beyond to help us grow Community. When we see team members embracing the KCS principles, their teammates can nominate them to receive a ‘KCS Champion’ award, to highlight their contributions and continue to build awareness of their achievements and the program. What were the business outcomes and value driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. We have been seeing a steady upward trend in the quantity of high-quality articles being produced to create knowledge on the community platform. We have seen a 179% YoY increase in the number of Knowledge Articles created by our internal experts. We are also seeing a huge increase in the number of Knowledge Articles being updated on the Community. This is valuable because it keeps our body of knowledge up to date, therefore both our engineer and customer audiences have a reliable, well-maintained library of information to access when they need to find an answer. Updates to Knowledge Base articles have increased 211% YoY. In addition, we have been able to scale support at operationally efficient levels while the business expands year over year. The number of members registering with the site is up 357% YoY, and member entrances have increased by 310% YoY. We also see increased participation across our global network in the support organization with teams from all regions contributing to our hub of Fortinet knowledge on the Khoros platform. Another positive outcome is the rate at which our Knowledge Articles are attached to support cases. Attaching an article to a support case – i.e., signaling that the article was used to help the case - helps us track how frequently articles are being used to solve our customer issues, and measure knowledge reuse across the support organization. Our attach rate has increased by 155% since we have started monitoring this KPI. We have built a network of KCS ‘coaches’ globally, who work within our support teams, promoting the benefits of creating reusable knowledge and guiding our teams as we continue to navigate the huge shift towards these principles. As with any successful KCS Program, strong buy in and support from senior leadership has also played a huge part in the success of the program: “A solid knowledge platform is a critical step to being able to satisfy customers' ever growing need to help themselves to solve problems quickly and efficiently; answering once and offsetting those same questions that come from all corners of our global customer base. Fortinet Community has absolutely excelled in standing up as a go-to resource in which we at Fortinet and customers alike can trust, knowing that if there are answers they can be found quickly. This is a key enabler to allowing us more time for thorough research and resolution of the tougher cases, so hats off and big thanks to the Community team in providing the launchpad for the next step in the journey - knowledge-centered customer support.” - Dave Monery, Global VP Support A further business outcome we have seen is improvement in the customer experience on Community. Through the Khoros Value Analytics survey, we can maintain a constant feedback loop with customers, providing an opportunity to hear about their experiences: “Awesome articles that help new community members. As a new member, it can be very confusing to navigate the world of Fortinet so these support articles can be helpful.” “The Forum has a certain quality of loyalty and 'family vibe' while being professional at the same time which I've never encountered elsewhere.” Catering to a huge range of customers with vastly varying backgrounds and technical expertise means we are constantly striving for a balance between supporting our customers who are getting started with Fortinet and those who have many years of experience with our product set. What were the progress outcomes driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. Increased self-service success rate Our self-service success rate (i.e. the number of customers who can find what they are looking for when they come to the Community) has improved since the introduction of the KCS Program and our investment in the Community. The Self-Service Success reported by our customers has increased steadily from an average of 62% in H1 2023 to 71% in H1 2024. We are on track for 77% for Q3 2024. We continue to implement further measures to make content as easy to find as possible, including eliminating duplicate content and analyzing search data to improve findability. We also measure CSAT on Community, and we have seen a steady increase here as well. Hand in hand with seeing more self-service, we see fewer tickets per customer. Despite rapid growth in the business, our ticket volumes are stable, representing a reduced support cost and ability to deliver a support experience that consistently delivers high Customer Satisfaction scores. Khoros Chat implementation The success of Community has led us to implement Khoros Chat, to extend the reuse of knowledge and create a seamless experience for customers, where agent knowledge and community content can dovetail to build positive outcomes. This allows us to bring automation to our customers as they seek support; the interlinking of Chat with our Community is a perfect opportunity to suggest Community content, such as Knowledge articles and relevant forum threads. Increased collaboration across teams within Fortinet We work closely with colleagues in the Documentation department, and cross-promote content between the ‘Doc site’ (docs.fortinet.com) and Community. Although these are different categories of information, there are clear links between the two. We have identified useful articles relevant to documents and useful documents relevant to articles. Creating cross-links between these two information sources enables us to further improve the experience for our customers and get them the information they need as quickly as possible. The Marketing team also work closely with the Community team; from SEO and optimizing our content for findability, to ‘getting started’ initiatives aimed at creating a smooth journey for customers who are just beginning their Fortinet experience. We also collaborate with teams across the business to build dedicated ‘Group Pages’ on Community where there is a special interest or business need. These groups bring people together to solve problems and share knowledge in specific areas, such as Professional Services and Advanced Support. What differentiated the Khoros Communities solution in your ability to achieve/deliver on your goals for the year? What in the solution helped enable it? Were other factors involved? The platform’s ability to create custom workflows We have been able to create workflows which fit our needs around submitting articles, review steps and publishing due to the flexibility of the Khoros platform. We can easily manage roles and permissions to allow processes to work efficiently for each user type. This has been important as our needs are constantly evolving through our adoption of KCS methods. Khoros APIs for custom reporting and analytics By integrating our Tableau reporting tools via Khoros APIs we have combined critical Community and Knowledge metrics with our people and case related data to create insightful and actionable views of our activities. This visibility allows us to track our performance across all teams and regions and helps us measure the impact of the Community and our Self-Service initiatives. Ability to scale and platform stability We have seen massive amounts of growth in the Fortinet community over the last three years. The Khoros Community platform has been able to handle more than 20M visits per year with minimal services interruptions. Since our knowledge base is housed on the Fortinet community, these attributes are critical to our success in delivering support every day to our customers. Seamless integration with Khoros Chat Rolling out Khoros Chat to work alongside Community enhances our ability to provide world class support at enterprise level. Our agents have a complete view of the wealth of information available to them in Community, combined with a feature rich chat platform, allowing us to best serve our customer base, solve issues and feed back into the knowledge loop we are forming. Ability to merge other Communities post-acquisition Khoros has enabled us to merge other communities with the Fortinet Community as Fortinet continues to grow as a business. As we acquire other organizations, we can integrate their content with our own, building customized Group pages and functionality where required, to extend their own customer experience and facilitate a smooth transition thanks to the flexibility of the Khoros platform. What parts of your experience working with Khoros enabled you to address the need or challenge? We have worked with Khoros to build a strong community, increase our membership numbers and create a single source of troubleshooting knowledge for our customers to learn, share and collaborate on. By expanding our Khoros product set to include live chat, we have brought further support options to our customer base, to get them the help they need as quickly as possible. The Khoros CSM team have helped us work towards our knowledge reuse goals, and the flexibility of Khoros credits has allowed us to complete additional projects including a Data Deep Dive to better understand our audience and how they are using community. The ability of the Khoros platform to scale with us as we grow to millions of page views and high volumes of content has been instrumental to our success with the KCS program so far. KCS and the reuse of knowledge from our collective experience will continue to be front and center of our community strategy moving forwards. This will feed into maintaining our KPIs, engaging with our users and promoting the value of Community. Most importantly, our knowledge base is serving as the foundation for multiple upcoming Generative AI offerings for our customers and our teams. We will continue to: Strive to provide the best possible experience for our customers on community and ensure they can find what they are looking for. Work with our support teams to provide high quality, relevant content to help them solve issues quickly. Collaborate with different areas of the Business internally to innovate and create new Community experiences. Recognize and reward our super user community who go above and beyond to support our peers. Ensure everyone can be a part of engaging with community and feel the benefits. In 2025 we will continue to develop our community offering with further custom group pages, expansion of our super user offering, and further promotion of the amazing things achieved by the Community team. Generative AI will play a major role for Fortinet and Khoros as we look to take advantage of some of the new capabilities of the platform including Agent Assist AI and our own Gen AI technologies working together to provide an even more seamless agent and customer experience.USPS
Author Details: Name: Mary Beth Levin Title: Manager, Social Media Strategy and Analytics Company: USPS Tell us about you, your company, and your team? I have two teams under my tent: social intelligence and publishing. The publishing team manages content on our 18 accounts on six different platforms. It also manages the ZONE, the first (and so far only) social media ambassador program in the federal government. The social intelligence team takes a 360-degree look at what is being said about us on social and traditional media. Its purpose is brand protection, crisis mitigation, and a better customer experience. How does your role and your team support your company and its goals? Our goal is to do good and do better. Unlike many other programs which are based in marketing, we are fortunate to be based in communications in a center of excellence model. This means we are a servant with many masters: HQ communications, field communications, operations, HR, government relations, licensing, marketing and even the Postal Inspection Service. Who were the teams and use cases you put this solution in place for? What challenges was this solution intended to solve? We wanted to map-out feedback coming to us on social media to the 5-digit zip code level, map-out a variety of specific concerns, and provide real-time as well as longitudinal data. We also needed to protect customer privacy. When looking at concerns coming to us on our corporate social media sites, we noted specific “customer service hotspots”. We also noted that the types of concerns varied by location. At its very heart, USPS is about logistics. We swim in data. At times we drown in data. With social media, this is yet another set of information competing for people’s time and attention. We needed to provide information in a way that was accessible and compelling to people who are already super busy. Our objective was to make things better for everyone: customers and employees. And we needed to recognize that not everyone loves pie charts and bar graphs. Social listening software has its own limitations: the platform may limit access in its API, biographical information may be incomplete or outdated, customers may not be posting using their mobile phones (and if they are, geolocation may not be turned on). This is why social listening software will map-out to cities and states and can do so for a limited percentage of social media mentions (about one-third for those platforms which allow access). Listening software will pull in product reviews, but not location reviews. And there is the issue of integrating data from various sources. USPS uses POS surveys, but these have limitations: they only capture the retail experience, tend to focus on extreme experiences, can’t include photos/videos, and results are rarely shared= outside of a select group. The teams we involved included communications, social intelligence, social customer response, marketing, operations and government relations. What is a recent win, major innovation, or challenge your team has tackled in the past year that this solution helped you address? Describe the challenge, opportunity, and teams involved. We think of social media as the world’s largest focus group. In social listening the customer is driving the agenda of the conversation, telling us what is most important. We developed an interactive heatmap to illustrate concerns coming to us on social media to the 5-digit zip code level, map-out a variety of specific concerns, and provide real-time as well as longitudinal data. We integrated data from 34 online review sites and our social customer response software (customer concerns coming to us on our corporate social media accounts on FB and X). We incorporated our internal tracking software to show not only the destination address, but where it was last scanned (because issues can occur further upstream). In doing so, we provided a one-stop shopping experience for those wanting to know what was going on nationally and in their neighborhood. Users can select one or more postal areas, districts, zip codes, or subjects (tags). The data goes back to January, 2016 and is updated daily. Because what we were doing was so new, we had to go through an 18-month clearance process to ensure data was secure and the information users were viewing had been scrubbed of personally identifying information. We knew we were competing for time and attention. And we are cognizant of the fact that our audience is not comprised of data scientists who love excel spreadsheets. We intentionally used a combination of qualitative and quantitative data. People can see a heatmap and recognize that they don’t want the area they work in to show as red! They relate to top ten lists and the personal element of customer quotes, images, and videos the dashboard can show. And seeing how they are doing relative to others and shake them out of complacency with a healthy sense of competition. Working with the unions, we selected local leaders who would give a short presentation featuring the data of that specific location. This was then tied-in to a larger conversation about social media and its role in greater accountability. The feedback received was “I’ve been working here 20 years and no one has ever explained it to me that way. This makes sense.” Employees recognized that unlike other forms of feedback, this information is publicly posted. We promised the unions that the information would never be used punitively. These first conversations discussed customer concerns coming to us on our corporate social media sites. In response to feedback, we included online review sites. This information was emailed on a weekly basis. Information about the heatmap was provided in numerous formal presentations to leadership. Anyone with a USPS email address can access the heatmap. For those using the heatmap, there are weekly office hours, an ops manual, and individual tutorials. Online reviews are shared weekly to those on the ground. Area newsletters share the info monthly. District newsletters highlight results in their localities. There have been close to 100 articles for internal audiences. What were the business outcomes and value driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. Results include the following: Sharing the info in short meetings lead to a 54% decrease in customer concerns coming to us on social media. And 18% decrease in ECC (calls to the 800-number) Specifically: 31% decrease in WIMP (Where Is My Package) 51% decrease in certified exception 85% decrease in WMM (Where Is My Mail) These changes were stat sig. Sharing the review info via weekly emails led to a 35% decrease in customer concerns coming to us on social media. And a 17% increase in online review scores. Since USPS spends $58 per ECC and $4 per SCR case, the savings can be significant. We have applied for a patent. Completed the one-year preliminary application and filed the final application. The heatmap received external validation: Featured case study by the Social Intelligence Lab Presented at the SocialMedia.Org Board Meeting Presented at the Ragan and PR Daily Social Media Conference 2024 PR News 2024 Digital Awards winner for two categories: Social Listening and Employee Engagement The Postal Regulatory Commission “applauded the Postal Service for using social listening to determine what people are saying about its brand and services on social media. The social media heat map is an effective tool for visualizing customer comments and categorizing them by concern and geographic area.” It is not often that we receive praise from this entity. What were the progress outcomes driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. We found additional nontraditional use cases: The Office of the Inspector General asked: are there passport concerns worth investigating? (Spoiler: no.) Saved a lot of blood, sweat, and tears since such investigations usually take more than a year. Government Relations – are concerns coming to congressional offices anecdotal or indicative? The heatmap has been used to investigate the location and show that the customer’s concerns were not the norm. We have now divided the heatmap into congressional districts. Proof of concept that employee engagement scores (high and low) correlate with better customer service and savings. Test effectiveness of interventions such as a manga promoting customer service approaches. A/B testing for new tracking software. No increase in tracking complaints observed, leading to expanded rollout. During natural disasters, we use it to identify local concerns (change of address, closure, theft) to inform operations and social media posts. Anticipating PR concerns: e.g. the trend line was going up in Puerto Rico because limited storage led to packages being stored outside. And then it rained. We were able to find additional storage and have a ready answer for the press (who did reach out to us). Located customer service hotspots for Operation Santa for targeted training. This program provides presents to 25K children every year. We don’t want anything to go wrong here. Determined locations for rollout of products and services such as Informed Delivery (now at 64.9M participants). Gemba (site) visits: researching before arriving and giving credit when it’s due. “Hey Erica, I saw that you got a shout-out on social media. Keep up the great work!” Personally, it is extremely gratifying to get an email from someone on the other side of the country saying, “Thank you so much for this email! We only hear from leadership when things go wrong.” It is not exclusively about improving customer service. It is about creating an environment in which good work and good people are honored. What differentiated the Khoros Communities solution in your ability to achieve/deliver on your goals for the year? What in the solution helped enable it? Were other factors involved? There were two things: The flexibility and the sophistication of the tagging system which allows one to code using Boolean or Lucene rules. LLM are still in their infancy and many software lack transparency in their accuracy. I know what I want and the terms my customers are using. When I develop the code myself, I know I’m getting exactly what I am looking for; I don’t have to spend time on learning models. Khoros cut its teeth in customer response. They know how to pull data on the backend to integrate with the new interface we created. What parts of your experience working with Khoros enabled you to address the need or challenge? The team understood and appreciated our business case and wholeheartedly supported us in developing something completely new.USPS
Author Details: Name: Mary Beth Levin Title: Manager, Social Media Strategy and Analytics Company: USPS Tell us about you, your company, and your team? I have two teams under my tent: social intelligence and publishing. The publishing team manages content on our 18 accounts on six different platforms. It also manages the ZONE, the first (and so far only) social media ambassador program in the federal government. The social intelligence team takes a 360-degree look at what is being said about us on social and traditional media. Its purpose is brand protection, crisis mitigation, and a better customer experience. How does your role and your team support your company and its goals? Our goal is to do good and do better. Unlike many other programs which are based in marketing, we are fortunate to be based in communications in a center of excellence model. This means we are a servant with many masters: HQ communications, field communications, operations, HR, government relations, licensing, marketing and even the Postal Inspection Service. Who were the teams and use cases you put this solution in place for? What challenges was this solution intended to solve? We wanted to map-out feedback coming to us on social media to the 5-digit zip code level, map-out a variety of specific concerns, and provide real-time as well as longitudinal data. We also needed to protect customer privacy. When looking at concerns coming to us on our corporate social media sites, we noted specific “customer service hotspots”. We also noted that the types of concerns varied by location. At its very heart, USPS is about logistics. We swim in data. At times we drown in data. With social media, this is yet another set of information competing for people’s time and attention. We needed to provide information in a way that was accessible and compelling to people who are already super busy. Our objective was to make things better for everyone: customers and employees. And we needed to recognize that not everyone loves pie charts and bar graphs. Social listening software has its own limitations: the platform may limit access in its API, biographical information may be incomplete or outdated, customers may not be posting using their mobile phones (and if they are, geolocation may not be turned on). This is why social listening software will map-out to cities and states and can do so for a limited percentage of social media mentions (about one-third for those platforms which allow access). Listening software will pull in product reviews, but not location reviews. And there is the issue of integrating data from various sources. USPS uses POS surveys, but these have limitations: they only capture the retail experience, tend to focus on extreme experiences, can’t include photos/videos, and results are rarely shared outside of a select group. The teams we involved included communications, social intelligence, social customer response, marketing, operations and government relations. What is a recent win, major innovation, or challenge your team has tackled in the past year that this solution helped you address? Describe the challenge, opportunity, and teams involved. We think of social media as the world’s largest focus group. In social listening the customer is driving the agenda of the conversation, telling us what is most important. We developed an interactive heatmap to illustrate concerns coming to us on social media to the 5-digit zip code level, map-out a variety of specific concerns, and provide real-time as well as longitudinal data. We integrated data from 34 online review sites and our social customer response software (customer concerns coming to us on our corporate social media accounts on FB and X). We incorporated our internal tracking software to show not only the destination address, but where it was last scanned (because issues can occur further upstream). In doing so, we provided a one-stop shopping experience for those wanting to know what was going on nationally and in their neighborhood. Users can select one or more postal areas, districts, zip codes, or subjects (tags). The data goes back to January, 2016 and is updated daily. Because what we were doing was so new, we had to go through an 18-month clearance process to ensure data was secure and the information users were viewing had been scrubbed of personally identifying information. We knew we were competing for time and attention. And we are cognizant of the fact that our audience is not comprised of data scientists who love excel spreadsheets. We intentionally used a combination of qualitative and quantitative data. People can see a heatmap and recognize that they don’t want the area they work in to show as red! They relate to top ten lists and the personal element of customer quotes, images, and videos the dashboard can show. And seeing how they are doing relative to others and shake them out of complacency with a healthy sense of competition. Working with the unions, we selected local leaders who would give a short presentation featuring the data of that specific location. This was then tied-in to a larger conversation about social media and its role in greater accountability. The feedback received was “I’ve been working here 20 years and no one has ever explained it to me that way. This makes sense.” Employees recognized that unlike other forms of feedback, this information is publicly posted. We promised the unions that the information would never be used punitively. These first conversations discussed customer concerns coming to us on our corporate social media sites. In response to feedback, we included online review sites. This information was emailed on a weekly basis. Information about the heatmap was provided in numerous formal presentations to leadership. Anyone with a USPS email address can access the heatmap. For those using the heatmap, there are weekly office hours, an ops manual, and individual tutorials. Online reviews are shared weekly to those on the ground. Area newsletters share the info monthly. District newsletters highlight results in their localities. There have been close to 100 articles for internal audiences. What were the business outcomes and value driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. Results include the following: Sharing the info in short meetings lead to a 54% decrease in customer concerns coming to us on social media. And 18% decrease in ECC (calls to the 800-number) Specifically: 31% decrease in WIMP (Where Is My Package) 51% decrease in certified exception 85% decrease in WMM (Where Is My Mail) These changes were stat sig. Sharing the review info via weekly emails led to a 35% decrease in customer concerns coming to us on social media. And a 17% increase in online review scores. Since USPS spends $58 per ECC and $4 per SCR case, the savings can be significant. We have applied for a patent. Completed the one-year preliminary application and filed the final application. The heatmap received external validation: Featured case study by the Social Intelligence Lab Presented at the SocialMedia.Org Board Meeting Presented at the Ragan and PR Daily Social Media Conference 2024 PR News 2024 Digital Awards winner for two categories: Social Listening and Employee Engagement The Postal Regulatory Commission “applauded the Postal Service for using social listening to determine what people are saying about its brand and services on social media. The social media heat map is an effective tool for visualizing customer comments and categorizing them by concern and geographic area.” It is not often that we receive praise from this entity. Link to report by the Postal Regulatory Commission where USPS was recognized. What were the progress outcomes driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. We found additional nontraditional use cases: The Office of the Inspector General asked: are there passport concerns worth investigating? (Spoiler: no.) Saved a lot of blood, sweat, and tears since such investigations usually take more than a year. Government Relations – are concerns coming to congressional offices anecdotal or indicative? The heatmap has been used to investigate the location and show that the customer’s concerns were not the norm. We have now divided the heatmap into congressional districts. Proof of concept that employee engagement scores (high and low) correlate with better customer service and savings. Test effectiveness of interventions such as a manga promoting customer service approaches. A/B testing for new tracking software. No increase in tracking complaints observed, leading to expanded rollout. During natural disasters, we use it to identify local concerns (change of address, closure, theft) to inform operations and social media posts. Anticipating PR concerns: e.g. the trend line was going up in Puerto Rico because limited storage led to packages being stored outside. And then it rained. We were able to find additional storage and have a ready answer for the press (who did reach out to us). Located customer service hotspots for Operation Santa for targeted training. This program provides presents to 25K children every year. We don’t want anything to go wrong here. Determined locations for rollout of products and services such as Informed Delivery (now at 64.9M participants). Gemba (site) visits: researching before arriving and giving credit when it’s due. “Hey Erica, I saw that you got a shout-out on social media. Keep up the great work!” Personally, it is extremely gratifying to get an email from someone on the other side of the country saying, “Thank you so much for this email! We only hear from leadership when things go wrong.” It is not exclusively about improving customer service. It is about creating an environment in which good work and good people are honored. What differentiated the Khoros Communities solution in your ability to achieve/deliver on your goals for the year? What in the solution helped enable it? Were other factors involved? There were two things: The flexibility and the sophistication of the tagging system which allows one to code using Boolean or Lucene rules. LLM are still in their infancy and many software lack transparency in their accuracy. I know what I want and the terms my customers are using. When I develop the code myself, I know I’m getting exactly what I am looking for; I don’t have to spend time on learning models. Khoros cut its teeth in customer response. They know how to pull data on the backend to integrate with the new interface we created. What parts of your experience working with Khoros enabled you to address the need or challenge? The team understood and appreciated our business case and wholeheartedly supported us in developing something completely new.Medion AG
Author Details: Name: Arnd Rychel Title: Community Infrastructure Engineer Company: Medion AG Tell us about you, your company, and your team? About me: I have been working at MEDION since 2000. Since 2014, I've been in charge of the MEDION Community as Community Manager. Company: MEDION, as one of the very few companies that boasts a comprehensive portfolio of classic entertainment electronics as well as information technology products, remains in a position to respond to the demands of a digital and networked CE market with its user-friendly product range in the Project Business segment. In addition to its traditional business involving special sales promotions of consumer electronics products in Europe, MEDION also markets a complementary line of services, particularly in the areas of telecommunications, photo services, downloads and other online services. MEDION is also continuing to strengthen its brand as a symbol of products and services offering high quality and best value for money as well as excellent design. MEDION has a good presence in Germany and the entire eurozone, as well as in Scandinavia and the UK, and with the support of its retail and cooperation partners maintains very well organized and professional sales and service units in these countries. Our team: Our ‘International Knowledge Management’ team collects internal and external knowledge and makes it available both within the company and to end customers. In addition to operating instructions and downloads of drivers, our work also includes service processes and the maintenance of product databases and FAQs. How does your role and your team support your company and its goals? We select and distribute knowledge in order to reduce support requests and improve self-service, among other things. Who were the teams and use cases you put this solution in place for? What challenges was this solution intended to solve? We have introduced the Community to generally relieve the entire After Sales process. The aim was to expand self-service. What is a recent win, major innovation, or challenge your team has tackled in the past year that this solution helped you address? Describe the challenge, opportunity, and teams involved. Among other things, the community FAQs are integrated via API on our service homepage. We have optimised our FAQs in two main ways for this purpose. For product-specific FAQs, the name and material number are stored in the footer of the FAQ so that they can be displayed to the searching end customer in conjunction with our product database on our service homepage. On the other hand, IRIS codes are stored in the footer of general FAQs so that they can be used in conjunction with our online troubleshooter. Depending on the result, the customer can either help themselves and thus avoid sending in the device or start a repair service online, whereby all relevant data (including the IRIS codes) is transmitted to the repair service centre. What were the business outcomes and value driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. Self-service has enabled costs to be saved in the After Sales Support and repair departments. No specific key figures are available. What were the progress outcomes driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. The (API) integration on our service homepage significantly reduces support enquiries (call, email) and repair submissions. The integration of public and internal FAQs on the intranet provides call centre agents with extensive knowledge in a structured manner. Concrete key figures are not available. What differentiated the Khoros Communities solution in your ability to achieve/deliver on your goals for the year? What in the solution helped enable it? Were other factors involved? The combination of customised modules at code level (html, css, variables) is what makes the complex workflow with external systems possible in the first place. What parts of your experience working with Khoros enabled you to address the need or challenge? We implement most of our customisation ourselves. However, if things get more complex or there is no OOTB solution, the teamwork with Khoros is very good and effective (example: customisation of SSO with the help of Nils Drews).Atlassian
Author Details: Name: Janice James Title: Community Manager Company: Atlassian Tell us about you, your company, and your team? Hi! I’m a community manager on the online (forum) team led by Monique van den Berg. We’re a mighty team of six tackling all the things online for Atlassian! How does your role and your team support your company and its goals? The forum team is the beating heart of Atlassian community programs. We support the company goal of helping more people in our community self serve their own success journey. Who were the teams and use cases you put this solution in place for? What challenges was this solution intended to solve? Community is a native concept to Atlassian. Company founders Scott Farquhar and Mike Cannon-Brookes hosted the first local Atlassian user group meetup in 2006. Now, as a global company, Atlassian continues to unite users by centering the customer experience around its community and learning programs. Atlassian's community consists of robust learning, champion, events (ACE), and creator programs. The democratized nature of information in communities makes them a natural conduit for product-led businesses like Atlassian and a figurative safe harbor for users to freely exchange knowledge. The challenge we were looking to solve was how to successfully influence community-led growth across a global organization. To address this, Atlassian formed a team of community strategists to guide internal customers (platform and product teams) on how to effectively leverage community programs in their go-to-market strategies. Strategists work directly with product and platform teams to integrate community programs into their workflows, resulting in increased engagement (from Atlassian team members and users), an enhanced product feedback & ideation loop, and increased product/feature awareness. What is a recent win, major innovation, or challenge your team has tackled in the past year that this solution helped you address? Describe the challenge, opportunity, and teams involved. Formed in early 2024, the community strategist team swiftly addressed the challenge of integrating community strategies across Atlassian's diverse portfolio of teams. The opportunity: Leverage the Khoros community platform as the centerpiece of a comprehensive plan to drive product adoption and user engagement. The team innovated by conducting community-led growth planning workshops, bringing together teams from across the Atlassian solutions portfolio. These workshops resulted in tailored community strategies for each team, aligned with their specific KPIs. For example, the Atlassian Intelligence team focused on an end-to-end plan for the launch of Rovo and growing group membership by 125%, while the Confluence team aimed to boost Atlassian team member engagement in the forum and as speakers at their events. By facilitating collaboration, we overcame the challenge of creating cohesive community strategies that respected each product team's unique needs. What were the business outcomes and value driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. As a newly formed team driving internal enablement, we're in the early stages of our initiatives. However, in addition to the metrics already mentioned (product/feature awareness, engagement, and feedback) the team is influencing the following community and learning organization KPIs with our work in enabling community-led growth: Online community MAU Community and Proprietary events attendance Learning courses and certifications completed From our example above of Atlassian Intelligence, Rovo, and Confluence - The outcomes measured from their tailored strategies at the close of last quarter were successfully launching the Rovo product board and associated gamification challenges with strong Atlassian team member engagement, along with a 53% increase in group membership for Atlassian Intelligence KPI. With Confluence, we successfully influenced their KPIs with a 13% increase in accepted answers + a 62% increase in Atlassian Speakers at their events. An early win was the creation of a series of gamified learning initiatives within the community ecosystem for Atlassian Intelligence, Loom, and Confluence. This initiative leveraged the Khoros community to facilitate post-live event discussions within the forum. This led to increased engagement (posts, kudos) in those spaces of 6%, 12%, and 74%, respectively. Another example is we ran a month-long Jira July product love campaign, where users participated in forum activities that deepened their knowledge of Jira while showcaseing how it’s helped set their business teams up for success. This initiative contributed to a ~53% QoQ increase in posts to the Jira collection. These early wins have been crucial in demonstrating the value of community-led growth strategies, leading to wider adoption across the organization and positioning our community at the center of our product development and user engagement efforts. We expect to have more quantifiable data in the coming months as our initiatives mature. What were the progress outcomes driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. We’re still in the early stages of gathering long-term data, however we've already observed promising progress outcomes that indicate positive trends in addressing our challenges: Diversified Community Engagement: By tactically engaging teams, we’re aiming to expand community event offerings, creating more touchpoints for user interaction and knowledge sharing. Increase in Atlassian-Hosted Events: We've seen a notable uptick in the number of Atlassian-hosted community events. This increase is expected to positively impact our CSAT and NPS scores as users benefit from more direct interactions with Atlassian experts and peers. Enhanced Internal Involvement: Atlassian team member involvement within our community ecosystem has markedly increased. This deeper engagement will empower users to resolve their questions and create on-demand knowledge as more Atlassian team members actively participate in community discussions. Structured Engagement Playbooks: We've developed comprehensive playbooks for different internal stakeholder groups on how to engage with the community. These resources are aimed at empowering more Atlassian team members to effectively reach and support community members. Broader Organizational Integration: We've observed a deeper permeation of community initiatives throughout the Atlassian organization. As more teams become equipped and utilize community channels in their workflows, we anticipate adoption of community-led growth will have significant mutually beneficial outcomes. Enhanced Internal Enablement: By tactically enabling internal teams, we're creating more 'stickiness' for community programs internally overall. Initial outcomes are laying the groundwork for the team influence on measurable improvements in key areas such as customer lifetime value, support deflection, and overall customer satisfaction. What differentiated the Khoros Communities solution in your ability to achieve/deliver on your goals for the year? What in the solution helped enable it? Were other factors involved? We can directly attribute success to the Khoros platform's ability to be enterprise-ready. While the Atlassian community does have a dedicated engineering team, many of the features and capabilities used in our work are 'out-of-the-box' functionality. Many of our tactical recommendations for community-led growth are achieved using the Khoros out-of-the-box functionality. The platform's enterprise-ready features have allowed us to easily and quickly scale community initiatives for teams across our product suite. For instance, the badge and group hub features enable community strategists to easily spin up experiments, resulting in increased traffic and engagement in those spaces. Overall, the platform enables us to provide a gamified centralized knowledge exchange, improve awareness of our portfolios capabilities, and provide a fun and rewarding user experience. What parts of your experience working with Khoros enabled you to address the need or challenge? Our partnership with Khoros has been instrumental in addressing the challenges of a community program with complex needs. Working with a platform partner capable of providing the right resources at the right time has ensured Atlassian can implement initiatives that utilize the platform effectively. We’d also like to note the training and resources made available to users. Khoros Academy and live sessions have empowered our team to maximize platform's potential. This was particularly helpful when we onboarded four community managers at once! Throughout our partnership, Khoros has consistently demonstrated its commitment to our success. The holistic support on offer from the team has been vital in addressing challenges unique to our program and helping drive our community initiatives forward. Cheers!GoTo
Author Details: Name: Glenn Dobson Title: Manager, Community and Social Media Support Company: GoTo Tell us about you, your company, and your team? GoTo believes that in a flexibility-first world, great work can happen anywhere. That mindset has helped us fulfill the promise of reliability, connection, and simplicity for tens of millions of people through our portfolio of products, including GoTo Connect, GoTo Webinar, and LogMeIn Rescue. How does your role and your team support your company and its goals? The GoTo Community team utilizes a two-pronged approach to support our Company goals. The first focuses on Customer Support and Success which we achieve through a tailored proactive approach based on our members' feedback. The second focuses on Customer Education and Product Innovation so that our members receive more than just a Solution and our Product teams not only see a feature request, but also a use case supporting it. Who were the teams and use cases you put this solution in place for? What challenges was this solution intended to solve? The GoTo Community is the combination of two existing communities, and as a result offers some unique challenges. Made up of thirteen different product communities across three lines of Business, a one size fits all approach has never been an option. While Customer Support and Success is a universal goal, what that means varies between each member group. We work cross functionally with multiple teams across GoTo, often providing a deeper level of understanding of our customers and their needs. Our thirteen communities range from mature (10+ years), to newly established and growing. With each we strive to understand their unique needs and preferences, and then provide support and engagement that is accurate, timely and delivered with empathy. What is a recent win, major innovation, or challenge your team has tackled in the past year that this solution helped you address? Describe the challenge, opportunity, and teams involved. One of the biggest challenges we have faced recently is the introduction of a new generation of products. Change is always challenging, especially when your customer base is comfortable with your legacy solution. We utilized our community to capture detailed customer feedback critical to our Product teams. Our members aided in identifying areas that needed more attention as well as quality of life improvements earlier in the process. What were the business outcomes and value driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. By focusing on decreasing the time to first reply and proactively sharing product development we were able to improve our Community Experience Survey results by 10% (YTD avg), resulting in increased contact deflection and customer retention. What were the progress outcomes driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. By focusing on decreasing the time to first reply and proactively sharing product development we were able to improve our Community Experience Survey results by 10% (YTD avg), resulting in increased contact deflection and customer retention. What differentiated the Khoros Communities solution in your ability to achieve/deliver on your goals for the year? What in the solution helped enable it? Were other factors involved? The GoTo Community allowed us to gather more detailed feedback from our customers and provide our Product teams with more context around their in product survey results. It empowered us to have real conversations with our customers and provide them with information and solutions in ways that answered their specific needs. What parts of your experience working with Khoros enabled you to address the need or challenge? We have always benefited from the fantastic support Khoros and our Account Manager provides, but the shared knowledge of the Atlas Community members cannot be understated.HubSpot
Author Details: Name: Gabrielle Herrera Title: Senior Marketing Manager, Community Growth Company: HubSpot Tell us about you, your company, and your team? Community is an amplifier. Layering human connection on top of any of our customer-facing efforts makes them better. Our mission is to educate, connect and inspire the HubSpot community. In 2023 we showed that through hundreds of thousands of dollars saved, spreading HubSpot advocacy across the web, and by driving access and engagement to some of the hardest audiences to reach. In 2024, we're turning this amplifier up to 11. Our focus is to provide a human touch at scale using Community’s superpowers - scale, perspective, and passion. Our teams include Success Community, Communities of Practice, Identity based Communities (The Spot) and ensuring we’re spreading our advocates (Champions community) love throughout the community. How does your role and your team support your company and its goals? Using experimentation and scalable approaches, the Community Strategy & Operations team helps HubSpot identify hot pockets of community interest and value, and then scale those opportunities into valuable and sustainable communities for our ecosystem members. Who were the teams and use cases you put this solution in place for? What challenges was this solution intended to solve? Customers want to be guided and get personalized examples & advice (often preferably from a human). We have no shortage of great resources for our customers, but they don’t always get utilized. We need to spend our highly-talented CSMs’ time on high-leverage moments and stakeholders, not gathering links for front-line reps - but as we continue to succeed, there are even more people vying for CSM time. Through Community, we can scale success so reps can focus on leverage points, without removing the human touch from the experience by transforming into a Community Success Center. Peer responses and public answers save us potentially multimillions per year in support costs (and lift Partners up). Community is the go-to self-service platform for peer-to-peer knowledge sharing, advocacy, and ideation. The Community Team is responsible for building and scaling a network of HubSpot customers, partners, users and developers on the HubSpot Community to drive peer-to-peer support and knowledge sharing and ensure questions are resolved with fast, consistent and invaluable expertise. The Community Success Center allows HubSpot to become more efficient while keeping a human touch. What is a recent win, major innovation, or challenge your team has tackled in the past year that this solution helped you address? Describe the challenge, opportunity, and teams involved. Evolving from a support community aimed at answering a single, point-in-time question to a recurring, lively success destination has been our major innovation and strategic shift in 2024. Before, Customer Success content lives in emails, ephemeral events, and other cobbled deliverables; there was no home base for customers. Now, customers can access all the resources needed to drive product usage and retention in a single space. Solutions are self-serve or provided by peers and partners whose unique perspectives are able to help customer apply our tools to their needs efficiently and effectively. What were the business outcomes and value driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. The HubSpot Community sees 4 million visits per year and 14k posts annually. 96% of solutions are provided by peers and 98% of posts are replied to within 24 hours. In collaboration with the Product Marketing team, we’ve facilitated 30 product Ask-Me-Anything (AMA) sessions YTD, providing customers real life examples and access to the Product team in a cost-efficient manner. The Product Success Community deflects over $300k in support costs for HubSpot. What were the progress outcomes driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. In 2024 we launched a federated search including Knowledge Base articles, HubSpot Academy (customer education) videos and certifications, and API documentation from our Developer Changelog. We also redesigned the navigation, ensuring customers have a one-stop shop to the right solution. Over 50% of members state the peer-to-peer solutions provided them the answer they were looking for. We’ve been able to improve relevancy, and in turn adoption of the Community, by developing personalized landing pages based on a customer’s product tiers. Example of our Professional tier Community:https://community.hubspot.com/t5/Welcome-to-the-HubSpot/ct-p/professional What differentiated the Khoros Communities solution in your ability to achieve/deliver on your goals for the year? What in the solution helped enable it? Were other factors involved? The HubSpot Community (community.hubspot.com) launched in 2016 on Khoros (formerly Lithium) as the solution for free user support. Since 2016 the Community has grown in visibility and use cases. We have over 400,000 members (all time), > 1 million monthly page views, 3,000 net new monthly conversations, and 25,000 monthly active users. We can also associate community usage with healthier customers. Khoros provides us a platform for discussion forums, affinity groups, Q&A, blogs, events, email functionality, and custom signatures for users. What parts of your experience working with Khoros enabled you to address the need or challenge? Since incorporating CARE into our team, we’ve been able to streamline processes and ensure we’re putting the right resources into the right initiatives and biggest value-adds for our customers. Before CARE, our Community Managers and Moderators spent a lot of time in moderation, completing duplicative tasks and trying to clear up confusion around the division of work. This inefficient process negatively impacted how many Accepted Solutions - those peer-to-peer responses that deflect support tickets - they were able to accept each month. With CARE, our Community Managers and Moderators are able to efficiently moderate the community forums and quickly accept replies on the forums, which help the person who raised the question and help the person who responded excel in the gamification of the Community, encouraging them to continue to engage. This efficiency win also allows the Community Managers to spend time on strategic initiatives such as our Workflows Library and build high-impact cross functional relationships with internal stakeholders.HubSpot
Author Details: Name: Gabrielle Herrera Title: Senior Marketing Manager, Community Growth Company: HubSpot Tell us about you, your company, and your team? Community is an amplifier. Layering human connection on top of any of our customer-facing efforts makes them better. Our mission is to educate, connect and inspire the HubSpot community. In 2023 we showed that through hundreds of thousands of dollars saved, spreading HubSpot advocacy across the web, and by driving access and engagement to some of the hardest audiences to reach. In 2024, we're turning this amplifier up to 11. Our focus is to provide a human touch at scale using Community’s superpowers - scale, perspective, and passion. Our teams include Success Community, Communities of Practice, Identity based Communities (The Spot) and ensuring we’re spreading our advocates (Champions community) love throughout the community. How does your role and your team support your company and its goals? Using experimentation and scalable approaches, the Community Strategy & Operations team helps HubSpot identify hot pockets of community interest and value, and then scale those opportunities into valuable and sustainable communities for our ecosystem members. Who were the teams and use cases you put this solution in place for? What challenges was this solution intended to solve? Customers want to be guided and get personalized examples & advice (often preferably from a human). We have no shortage of great resources for our customers, but they don’t always get utilized. We need to spend our highly-talented CSMs’ time on high-leverage moments and stakeholders, not gathering links for front-line reps - but as we continue to succeed, there are even more people vying for CSM time. Through Community, we can scale success so reps can focus on leverage points, without removing the human touch from the experience by transforming into a Community Success Center. Peer responses and public answers save us potentially multimillions per year in support costs (and lift Partners up). Community is the go-to self-service platform for peer-to-peer knowledge sharing, advocacy, and ideation. The Community Team is responsible for building and scaling a network of HubSpot customers, partners, users and developers on the HubSpot Community to drive peer-to-peer support and knowledge sharing and ensure questions are resolved with fast, consistent and invaluable expertise. The Community Success Center allows HubSpot to become more efficient while keeping a human touch. What is a recent win, major innovation, or challenge your team has tackled in the past year that this solution helped you address? Describe the challenge, opportunity, and teams involved. Evolving from a support community aimed at answering a single, point-in-time question to a recurring, lively success destination has been our major innovation and strategic shift in 2024. Before, Customer Success content lives in emails, ephemeral events, and other cobbled deliverables; there was no home base for customers. Now, customers can access all the resources needed to drive product usage and retention in a single space. Solutions are self-serve or provided by peers and partners whose unique perspectives are able to help customer apply our tools to their needs efficiently and effectively. What were the business outcomes and value driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. The HubSpot Community sees 4 million visits per year and 14k posts annually. 96% of solutions are provided by peers and 98% of posts are replied to within 24 hours. In collaboration with the Product Marketing team, we’ve facilitated 30 product Ask-Me-Anything (AMA) sessions YTD, providing customers real life examples and access to the Product team in a cost-efficient manner. The Product Success Community deflects over $300k in support costs for HubSpot. What were the progress outcomes driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. In 2024 we launched a federated search including Knowledge Base articles, HubSpot Academy (customer education) videos and certifications, and API documentation from our Developer Changelog. We also redesigned the navigation, ensuring customers have a one-stop shop to the right solution. Over 50% of members state the peer-to-peer solutions provided them the answer they were looking for. We’ve been able to improve relevancy, and in turn adoption of the Community, by developing personalized landing pages based on a customer’s product tiers. Example of our Professional tier Community:https://community.hubspot.com/t5/Welcome-to-the-HubSpot/ct-p/professional What differentiated the Khoros Communities solution in your ability to achieve/deliver on your goals for the year? What in the solution helped enable it? Were other factors involved? The HubSpot Community (community.hubspot.com) launched in 2016 on Khoros (formerly Lithium) as the solution for free user support. Since 2016 the Community has grown in visibility and use cases. We have over 400,000 members (all time), > 1 million monthly page views, 3,000 net new monthly conversations, and 25,000 monthly active users. We can also associate community usage with healthier customers. Khoros provides us a platform for discussion forums, affinity groups, Q&A, blogs, events, email functionality, and custom signatures for users. What parts of your experience working with Khoros enabled you to address the need or challenge? Since incorporating CARE into our team, we’ve been able to streamline processes and ensure we’re putting the right resources into the right initiatives and biggest value-adds for our customers. Before CARE, our Community Managers and Moderators spent a lot of time in moderation, completing duplicative tasks and trying to clear up confusion around the division of work. This inefficient process negatively impacted how many Accepted Solutions - those peer-to-peer responses that deflect support tickets - they were able to accept each month. With CARE, our Community Managers and Moderators are able to efficiently moderate the community forums and quickly accept replies on the forums, which help the person who raised the question and help the person who responded excel in the gamification of the Community, encouraging them to continue to engage. This efficiency win also allows the Community Managers to spend time on strategic initiatives such as our Workflows Library and build high-impact cross functional relationships with internal stakeholders.
