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Yes – social case studies that delivered tangible business outcomes.
(Social Business Strategy)
(Governance & Risk Assessment)
(Skills & Capabilities Building)
(Governance & Risk Mitigation)
(Skills & Capabilities Building)
"‘We’re facing increasing pressure from the executive to demonstrate returns from our social investments – where should we start?’"
We conducted extensive stakeholder consultation to understand current use of social customer data, and performance of existing practices and teams;
By developing a business case for social capabilities, we enabled disparate business units to collaborate on mutually-beneficial opportunities; and
We liaised with leaders across industry, social channels and technology to develop a compelling commercial argument for senior stakeholders.
Approximate value uncovered through performance improvements and cost reductions delivered through social capabilities over 18 months.
"‘We’ve set up a range of new digital and social media channels across different teams, but customer satisfaction hasn’t improved while costs keep going up.’"
We engaged a range of existing teams to build a clear understanding of goals, operations and performance;
We assessed current state against strategic priorities, detailing opportunities for social capabilities to deliver customer experience improvements; and
We identified operational improvements, skills gaps and technology solutions to demonstrate the value of social to senior leaders.
Approximate annual savings realised through a centralised social technology platform and operating model, accessed through effective social business strategy.
"‘We’ve invested in social in a fairly ad hoc way across marketing, sales and service, but these fragmented teams now present undue risk to our reputation.’"
We conducted an operational review across governance, people, process and social customer data use;
We worked with key risk and compliance stakeholders to understand risk appetite and set governance accordingly;
We built an evidence base to migrate and decommission high-risk social media assets with third-party endorsement; and
Introduced social governance measures to satisfy Board criteria, and protect both organisation and customer interests.
Approximate cost savings recouped within 12 months across social teams through introduction of improved governance measures following a thorough risk assessment.
"‘We know our customers are talking about valuable challenges and frustrations online, but we’re not equipped to leverage their feedback from social conversations to inform our services.’"
We prepared a detailed strategy and implementation roadmap to develop a social intelligence capability to support a range of internal stakeholders;
We worked with key stakeholders to determine and develop a number of use cases aligned with strategic priorities; and
We planned and executed practical and technical implementation of the social intelligence centre, driving awareness of the value of social data from practitioners to senior leaders.
Approximate savings recouped and redirected immediately by identifying industry malpractice through a social intelligence capability.
"‘Our industry faces considerable reputational risk from external factors – how can we use social to our advantage not detriment?’"
We formed part of a global social response team, leading local issues and crisis management;
We advised our global client through a number of crisis simulations to ensure the people, process and technology effectiveness;
We managed a network of ten consultants through a five-day crisis response period, managing our client’s social customer care efforts; and
We managed customer issues in real time (including a stranded pregnant journalist, international cricketer and One Direction) and delivered valuable social intelligence to mitigate customer risk and reputational damage.
Successful crisis resolution
Our contribution ensured our client’s international reputation remained intact, and largely unaffected with customers valuing quick response times.
"‘We’re using social media channels to communicate with our customers and prospects, but we’re not convinced the time and resources invested are generating genuine returns.’"
We conducted a thorough analysis of client and industry activity to determine current customer frustrations and opportunities;
We developed a more integrated operating model, connecting disparate teams around social customer data;
We engaged a range of internal stakeholders without an active social capabilities role to demonstrate the value of an integrated approach and reset expectations; and
We helped our client identify and on-board specialist skills to manage new opportunities uncovered.
We repositioned ‘social’ within the organisation, using social customer data to identify a number of product innovations to provide competitive advantage and commercial returns.