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has its own limitations: the platform may limit access in its API, biographical information may be incomplete or outdated, customers may not be posting using their mobile phones (and if they are, geolocation may not be turned on).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 re…624Views0CommentsUSPS
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 …ViewsCommentsScienceLogic
Author Details: Name: Sara Leslie Title: Community Leader Company: ScienceLogic Tell us about you, your company, and your team? I have been a Community Leader for about 18 years and have worked in various industries. This is the 3rd community I have migrated to the Khoros Platform. I sit on the Customer Lifecycle Marketing team. ScienceLogic is a smaller privately owned company who has been in business about 21 years. ScienceLogic offers an AI-powered platform that provides real-time discovery, visibility, assurance, insight, and automation for hybrid IT environments. Learn how ScienceLogic helps top-tier organizations optimize cost, efficiency, innovation, and business resilience. How does your role and your team support your company and its goals? Our team sits within the marketing org and manages customer programs. Migrating, relaunching and growing our online community is a cornerstone to our companies' success. Who were the teams and use cases you put this solution in place for? What challenges was this solution intended to solve? Our marketing organization championed relaunching and growing our online community but we also gained the attention and support from our whole Executive team. Primary stakeholder teams are product, support and sales enablement. We really needed to developer a closer relationship with our customers, allow them access to more self-service support resources and enable collaboration amongst our customer and partner ecosystem. The community offering is intended to address key challenges: customer CSAT scores, churn and brand visibility are top priorities. 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 just launched in April but have already seen some healthy community trends: customers stepping in and assisting each other, responding on our behalf. We have great engagement in our ideas area which is positively impacting our product roadmap - getting customer ideas and feedback directly the product team is an outstanding win for our company. What were the business outcomes and value driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. Key KPIs we are tracking and have seen success with are: reducing churn especially with target customer accounts, increasing customer satisfaction, increasing the quality of customer product idea submissions, demonstrating responsiveness and a customer first approach. What were the progress outcomes driven by addressing these challenges? Please share specific results, metrics, and/or KPIs that quantify the change. Decrease in support tickets and associated redundancy which has positively impacted overall cost for the support org, Increased awareness of our product annou…ViewsComments
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