I didn’t do any more reporting from the usefulsocialmedia conference yesterday as I was involved in the moderation of a number of panel sessions and I had my presentation in the evening. Talking of which, here it is, all available on slideshare.net/orange, under a creative commons licence. In that presentation, I delivered my thoughts about the status of social media today, I also delved into 10 different business cases which I – or my colleagues – have gone through at Orange and I have also added facts and figures as much as possible. I have also tried to challenge the title of the presentation.
Tess Tucker is head of digital marketing for Justeat. Justeat is an aggretator of local takeaways. You go to justeat.co.uk. The company is originally from Denmark (founded in 2001) and has just over 12,000 (1/3 of the total) restaurants in the UK.
The audience is wide and attracts young users very much. Justeat encourages the use of social media in order to engage with customers, find new customers and retain current customers and collect feedback. With such a young audience, the brand is not restricted and mostly fun. Justeat has 450k fans on Facebook, growing 1,000 a day. It is still early days for Google+ and Pinterest though.
Justeat has been focusing on social media for the best of 2 years. Justeat can actually see that the use of social media leads to order. 25% of new users have actually heard about the company from Facebook. The company experiments from various kinds of content: caption contests; provocative quotes and facts (Justeat has no problem being very controversial), polls, questions and quizzes, offers, competitions, product updates and video content.
Santa Clues campaign: 24 days of prizes, promoted in newsletter, Facebook, Twitter and Website. Once a week a bigger price was launched. One customer, Robyn asked whether she could have the penguin used in the campaign as a wallpaper and Justeat made a Penguin wallpaper and sent it over to her.
All of this is done in-house and Justeat is even moving into competitions like the “eat vs. food” competition. The advantage is that “it makes you feel like a small company and gives a realness to the company” Tess said. Justeat have also been granted an award for the best use of Twitter. “What attracted the judges is the use of Twitter for customer care” Tucker said. “Customers are looking to us to solve their complains”.
The second usefulsocialmedia presentation this afternoon was presented by Christian Kamhaug from Scandinavian airline SAS. Scandinavians are known for flying a lot for business. And Scandinavians have 5 weeks holidays so they fly a lot for leisure too; also because Summers are wet and cold in Scandinavia and they want to fly where the sun is shining. “Unlike Nissan we can’t buy any fans” Kamhaug said, so they decided to do something else instead, like using their own customers, a first-rate free resource SAS had… and that proved to be a very good idea!
from simple Facebook questions …
SAS asked its 100,000 Facebook fans “where do you want to fly this Summer?” and they asked them to suggest a destination. SAS received 800 suggestions in one week and more than 180 destinations were suggested. The top 10 destinations went for vote and Alanya (Turkey) was the winner. FLights started July 3, 2012 and will be operated twice a week year-round. SAS also used this vehicle in order to make it known that a new service is on offer: after a number of years, SAS decided to offer coffee on board after years of buy-on-board policies.
After these 2 small campaigns, SAS decided to take the initiative to the next level. Two weeks ago, SAS walked in the steps of Dell’s Ideastorm and launched mySASidea.flysas.net. What SAS has realised is that not only customers are adding their ideas, they are also commenting on other people’s ideas. “This is really what crowd-sourcing is about” Christian Kamhaug added.
In 6 days, SAS got 500+ new regostered members, 400+ ideas and 2000+ votes. “You can save millions in consultants’ fees” Kamhaug said, “all can be done online”.
Anna Ketting was presenting for KLM today at the usefulsocialmedia. Her presentation was definitely aimed at better using social media for customer interaction.
KLM has a small home country and market. 70% of its traffic to KLM.com is coming from paid channels. Google for instance is one of the biggest beneficiaries in that department. When Anna started working on that 3 years ago, questions arose so as to “spend less on paid media”. Discussions ensued, campaigns too (25,000 followers on Twitter joined in) … and then there was the ash cloud. The day after the ash cloud, Schipol Airport was empty but all the phone lines went down! This is when KLM started answering questions via Twitter and Facebook. They had so many questions that they put together a 140 staff organisation to address all these questions 24/7.
[Schipol Airport on Ash Cloud day!]
“In 2 week’s time, this incident showed our management that social media was useful!” Anna added.
3 main strategic pillars for social media at KLM.
- customer services: address service issues and have the necessary feedback. This enables to pick up on the complains and solve them.
- brand & reputation: that’s a straightforward department – such as was demonstrated by Heineken. Southwest had a very bad example with “Southwest breaks guitar” which did a lot of bad publicity for the brand. “This is what you don’t want to happen”.
KLM started with campaigns, went through service and is now putting products worth sharing online. In March 2011, wit the fly2miami campaign, KLM sold the first-ever flight on Twitter. In May 2011, the tile and inspire campaign enabled users to propose “tiles” which then decorated a plane (120,000 of them on the whole). In September 2011, the Dutch airline launched “livereply” a video made with real-life employees who advertised live customer service on Twitter and Facebook 24/7. “This worked great for employee cohesion” Anna added.
Now KLM is no. 2 on Facebook and no. 1 in terms of engagement. “We’ve also had a lot of failures” Anna Ketting said, reinforcing that trial and error is necessary – as in many areas – but maybe even more in social media. Very reasonably she concluded by saying that all of this social media stuff doesn’t matter if you aren’t able to deliver your core service properly.
After two years of being focussed on social media, KLM decided to go out of communications and delve into how social media would enhance products.
- Meet and Seat: share your social profile, see who will be on board, and pick a seat next to the person you are interested in … as long as she/he agrees to it. This generated huge media attention because it’ is focussed on the user and not on the company
- trip planner (launched a month ago): based on questions by KLM customers : use facebook to talk to your friends, find a date and book!
What I liked about KLM’s approach was that they managed to take social media back closer to business and its clients. Anna told us that KLM’s social media team is made of 14 people. Facebook is still on KLM’s radar for social commerce, but isn’t really considering it short term though.