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Lesson 2Understand, monitor and measure
2012 Max Ramaciotti Creative Commons — Attribuzione - Condividi allo stesso modo 3.0
Introducingyour
Companies
“Consumers have more choices than ever before. More media choices, more choices or products and services. There aren’t three TV networks; instead, there are a million (literally) things to watch on YouTube. There aren’t a dozen radio stations; there are a million (literally) online. As a result, the consumer has the power to say, “If I’m not interested in what you have to say, I won’t watch it. I’m not a hostage any longer.” Seth Godin in his book, Meatball Sundae http://sethgodin.typepad.com/
People aged 12 - 24 are notching up 23 cumulative hours a day, engaged in up to five activities simultaneously.NMA, April 2009
On the phenomenon of "continuous partial attention": over 25% of Internet users surveyed in the UK, FR, DE, IT, US, and Japan in October 2008 said they go onto the Internet at the same time as watching TV "most of the time".Ofcom, November 2008
36% of UK broadband users (aged 16-55) state they have both the TV and Internet on in the same room every day. On weekdays the time when TV and Internet multi-tasking is most likely to happen is around 8pm in the evening.TNS/YouTube Media & Audience Study (broadband users aged 16-55), December 2008
Some evidences
So what
?
http://www.techcrunch.com/2010/01/04/jpmorgan-advertising-2010/
JPMorgan Forecasts A 10.5 Percent Rebound In U.S. Display Advertising in 2010
Time & InvestmentsThe forecast for print is foreboding. Marketers are expected to continue cutting their print advertising budgets for the next half-decade, spending $32.3 billion in 2016, 10% less than what they invested in print ads in 2011.
Spending on TV promises to be largely unaffected by growing online ad budgets, although the gap between the two is set to narrow significantly. U.S. marketers are expected to spend $72 billion in TV advertising in 2016, up 18.6% from 2011.
Overall, it looks to be a healthy year for the ad industry, with total U.S. ad spending forecast to grow by 6.7% to $169.5 billion. eMarketer attributes the bump to investment in campaigns ads and mobile advertising. Total ad spending is set to reach nearly $200 billion by 2016, of which online will account for a third.
http://www.grokdotcom.com/2007/07/13/what-advertisers-should-be-measuring/
The problem all these audience metrics have, whether you’re talking about an online website’s visitors, a magazine’s circulations numbers, or a television program’s gross rating points, is that none of them are actually reflective of how many people actually saw, listened to, or otherwise engaged with your ad.
why would we fantasize that it is possible to measure anything accurately across the entire World Wide Web? The only metrics that can be measured accurately are how much the advertiser spends (expenses) and how much they make (revenue).
the only time people react to an ad is if it’s relevant to them.
I recommend advertisers get their own Web metrics in order, and learn how to tie them to the only reports that matter: P&L, Balance Sheet & Cash Flow.
How and What to measure: just say “no” to fluffy metrics.
They must continuously work with their audience to understand its needs and focus on providing relevant content and advertisements.They must work with publishers to help them clearly define what they’re trying to accomplish. They must define key performance metrics (e.g., the actions that will define their success).Work with advertisers so that the ads they produce are contextually relevant to the content they are producing.Make sure advertisers continuously optimize the ads to achieve better results.Constantly be in discussions with the audience so the promises that marketers make are being met (e.g., not pissing off YOUR audience).
1.
2.
3.
4.
5.
Online promotion
“Display” Adv
Search AdvDirect
Special operations
Where to act
Your customers
first
http://www.forentrepreneurs.com/startup-killer/
Cost to Acquire Customers (CAC)The ability to monetize those customers, or LTV (which stands for Lifetime Value of a Customer)
Premises
Besides a future marketing campaign, the Internet marketing consultant will evaluate the current advertising campaign that the company has. Any advertising costs spotted by the Internet marketing consultant that is equal to or more than the customer acquisition cost should be reviewed.
Once the Internet marketing consultant knows the customer acquisition cost, he can then use this as a reference point to gauge new means of attracting customers. Companies should be about the customer and not themselves if they want to stay in business.
A good Internet marketing consultant knows that all businesses need customers to survive.
To acquire and keep a customer, a business has to show a customer how their product or service benefits the customer.
Every company needs a good customer service or customer relations department also. Internet marketing consultants should design an efficient customer acquisition strategy.
Customers want to know and feel secure that if they do have a problem with the product or service that there is some sort of warranty from the company. To retain a customer, a company has to provide good communication with the customer. Customers want to know that they are appreciated by the company. Customers want to feel satisfied with the product or service that the business is providing, and they want to be treated with respect.
http://www.webdynamic.com.au/online-internet-marketing/customer-acquisition-cost.html
Customer acquisition cost
Custom
er retention & value
retention
http://searchcrm.techtarget.com
/feature/C
ustomer-retention-vs-value-retention
Increasing purchases as tenure grows:
Lower custom
er managem
ent costs over time:
Custom
er referrals:
Premium
prices:
over time, custom
ers come to know
their suppliers. Providing the relationship is satisfactory, trust grow
s while risk and uncertainty
are reduced. Therefore, customers com
mit m
ore of their spending to those suppliers w
ith whom
they have a proven and satisfactory relationship. Also, because suppliers develop deeper custom
er intimacy over tim
e, they can enjoy better yields from
their cross-selling efforts.
the relationship startup costs that are incurred when a
customer is acquired can be quite high. It m
ay take several years for enough profit to be earned from
the relationship to recover those acquisition costs. For exam
ple, it can take six years to recover the costs of w
inning a new retail bank custom
er. In the B2B context in particular, ongoing relationship m
aintenance costs such as selling and service costs can be low
relative to the costs of w
inning the account. Therefore, there is a high probability that the account w
ill become m
ore profitable on a period-by-period basis as tenure lengthens. These relationship m
aintenance costs may
eventually be significantly reduced or even eliminated as the
parties become closer over tim
e. In the B2B context, once autom
ated processes are in place, transaction costs are effectively elim
inated. Portals largely transfer account service costs to the custom
er. In the B2C context, especially in retailing, the assertion that acquisition costs generally exceed retention costs is hard to prove. This is in part because it is very difficult to isolate and m
easure customer acquisition costs.
Ecomm
erce make it m
ore measurable
customers w
ho willingly com
mit m
ore of their purchases to a preferred supplier are generally m
ore satisfied than customers w
ho do not. They are therefore m
ore likely to utter positive word-of-
mouth and influence the beliefs, feelings and behaviours of
others. Research show
s that customers w
ho are frequent buyers are heavier referrers. For exam
ple, online clothing customers w
ho have bought once refer three other people; after ten purchases they w
ill have referred seven. In consumer electronics, the one-
time custom
er refers four; the ten times custom
er refers. The referred custom
ers spend about 50 to 75 percent of the referrer's spending over the first three years of their relationship. H
owever, it
is also likely that newly acquired custom
ers, freshly enthused by their experience, w
ould be powerful w
ord-of-mouth advocates,
perhaps more than longer-term
customers w
ho are more
habituated.
customers w
ho are satisfied in their relationship may rew
ard their suppliers by paying higher prices. This is because they get their sense of value from
more than price alone. C
ustomers in an
established relationship are also likely to be less responsive to price appeals offered by com
petitors.
1.a.
2.a.
3.a.
4.a.
http://www.forentrepreneurs.com/startup-killer/
Balancing flows leveraging on online
Key tools
CRM
Business Intelligence
AnalyticsReport
Benchmark
Online reputation
InternalExternal
CR
M K
ey principles
http://ww
w.m
ftrou.com/quality-custom
er-service.htm
l
Attracting new
customers costs m
ore than retaining existing custom
ersA satisfied custom
er stays with a com
pany longer, spends more and
may deepen the relationship. For exam
ple a happy credit card custom
er may enlist the com
pany’s financial services and later take travel insurance.This is an easy “sell”, com
pared with direct m
arketing campaigns,
television advertisements and other sophisticated and expensive
approaches to attract new custom
ers.
Custom
er service costs real money
Real costs are associated w
ith providing customer service and
companies spend in line w
ith a customer’s value. If you are a high
value customer or have the potential of being high value, you w
ill be serviced m
ore carefully.C
ompanies reduce the cost of custom
er service by using telephone voice response system
s, outsourcing call centers to cheaper locations, and self-servicing on the internet. H
owever, com
panies risk alienating custom
ers through providing an impersonal service.
Some internet banking com
panies are bucking the trend by charging custom
ers to contact them. In exchange, custom
ers receive better interest rates due to reduced overheads and are satisfied w
ith that.
Understand your custom
ers’ needs and meet them
How
can you meet your custom
ers’ needs, if you don’t know them
? To understand your custom
er’s needs, just listen to the “voice of the custom
er” and take action accordingly.C
ustomer listening can be done in m
any ways, for exam
ple feedback form
s, mystery shopping, and satisfaction surveys. Som
e companies
involve senior employees in custom
er listening to ensure decisions benefit the custom
er as much as the com
pany.
Good process and product design is im
portantG
ood quality customer service is only one factor in m
eeting customer
needs. Well designed products and processes w
ill meet custom
ers’ needs m
ore often. Quality m
ovements, such as Six Sigm
a, consider the “cost of quality” resulting from
broken processes or products. Is it better to service the custom
er well than to eradicate the reason for
them to contact you in the first instance?
Custom
er service must be consistent
Custom
ers expect consistent quality of customer service; w
ith a sim
ilar, familiar look and feel w
henever and however they contact the
company.
Say you visit an expensive hairdressing salon and receive a friendly w
elcome, a drink and a great haircut. You are out of tow
n and visit the sam
e hairdressing chain and get no friendly welcom
e, no drink and a great hair-cut. Are you a satisfied custom
er who w
ill use that chain again? Probably not, as you did not receive the sam
e customer
service – which is m
ore than a good hair-cut.
Employees are custom
ers tooThe quality m
anagement m
ovement brought the concept of internal
and external customers. Traditionally the focus w
as on external custom
ers with little thought given to how
internal departments
interacted. Improving relationships w
ith internal customers and
suppliers assists delivery of better customer service to external
customers, through reduced lead-tim
es, increased quality and better com
munication.
The “Service-Profit Chain” m
odel developed by Harvard U
niversity em
phasizes the circular relationship between em
ployees, customers
and shareholders. Under-staffed, under-trained em
ployees will not
deliver good quality customer service, driving custom
ers away. Equal
effort must be m
ade in attracting, motivating and retaining em
ployees as is m
ade for customers, ultim
ately delivering improved shareholder
returns. Better shareholder returns mean m
ore money is available to
invest in employees and so the circle continues.
Open all com
munications channels
The customer w
ants to contact you in many w
ays – face to face, by m
ail, phone, fax, and email - and w
ill expect all of these com
munication channels to be open and easily inter-m
ingled.This presents a technical challenge, as it requires an integrated, stream
lined solution providing the employee w
ith the information they
need to effectively service the customer.
Every customer contact is a chance to shine
If a customer contact concerns a broken process, then em
powered
employees w
ill be able to resolve the complaint sw
iftly, possibly enhancing the custom
er’s perception of the company. Feeding back
this information allow
s corrective action to be made, stopping further
occurrences of the error.If you inform
customers about new
products or services when they
contact you, you may m
ake a valuable sale, turning your cost centre into a profit centre. This is only possible w
hen you have a good relationship w
ith your customer, w
here you understand their specific needs. A targeted sales pitch w
ill have a good chance of success, as the custom
er is pre-sold on the company’s reputation.
People expect good customer service everyw
here.Think about an average day – you travel on a train, you buy coffee, you w
ork. You expect your train to be on time, clean and be a
reasonable cost. You expect your coffee to be hot and delivered quickly. You expect your w
ork mates to w
ork with you, enabling you to
get the job done.People becom
e frustrated when their expectations are not m
et, and increasingly dem
and higher service quality in more areas of their
lives.Providing outstanding custom
er service at the right price is the holy grail of m
ost companies. It is w
orth remem
bering that we all
experience customer service every day. W
e can learn from these and
apply them in our ow
n line of work, w
hatever it may be. The quality of
customer service w
ill make you stand out from
your competitors –
make sure it’s for the right reasons
1.
a.b.
2.a.b.c.
3.a.b.
4.a.
5.a.b.
6.a.b.
7.a.b.
8.a.b.
9.a.b.c.
8 © Copyright 2012. ItsOpen (www.itsopen.co.uk).
Figure 2: Customer Service in the Social Enterprise
Social Enterprise
Social Customer Experience
Universal Customer Record
Public Knowledge Bases
Multi-Channel Service Hub
Online Support Community
Monitoring
Guidelines
... provides access to data from across the enterprise, allowing realtime collaboration and customer-centric problem solving
... publishes selected enterprise data to public knowledge bases to facilitate customer self-service and online community support
... collates data about each customer, providing agents with a universal record of transactions, enquiries, tickets and preferences
... integrates with community management platforms to ensure that agents have an integrated view of problems and solutions
... facilitates a multi-channel and modular approach to customer service, combining legacy infrastructure with social applications
... integrates with media monitoring solutions to generate analytics and reports about the quality of customer engagement
... supports chosen guidelines and expedites core procedures, e.g. customer identification, call routing, call scripting, cross-selling
Social CRM ...
Social CRM
We have entered an era where customers, vendors and partners are no longer anonymous segments that you “source”, “manage” and “market to”.They are people. People you connect with.Talk to.Advocate for. Listen to. And if you’re lucky, they sell for you, solve problems for you, defend you, listen to you and build your business for you, one conversation at a time, while you sleep’ (Marc Benioff, CEO, Salesforce)
http://ww
w.team
technology.co.uk/custom
erservice.html
Setting a Clear C
ustomer Experience Strategy
Often organisations confuse defining a custom
er experience strategy w
ith creating a "slogan". How
many com
panies create a slogan w
ithout any supporting initiatives, thereby disillusioning em
ployees and creating a "flavour of the month?"
To establish a good strategy certain key practices are required:* U
nderstand the overall organisational vision and mission
* Define the organisation's custom
er service direction, slogan and values* Ensure custom
er service is defined as a key responsibility for the business/departm
ent* Share the custom
er experience strategy via a comprehensive
comm
unications program* Ensure that this strategy does not conflict w
ith other business strategies. As consultants, it is am
azing how often w
e hear organisations say, "Im
proving Custom
er Service is a priority, and w
e are also introducing stringent cost-cutting measures."
This can present a tough dichotomy.
Selecting the Correct People
It's really hard to teach an elephant to dance!W
hen recruiting employees to provide custom
er service, the process often tends to concentrate m
ore on functional expertise, technical com
petence and knowledge rather than interpersonal
skills. How
ever, lack of the right attitude can drastically impact client
satisfaction levels. Research has in fact show
n that attitude is the m
ost important requirem
ent: skills and functional expertise can be taught.Therefore in selecting the right people:
Developing, M
otivating and Managing your People
Even though you have hired the right people, there is still a need to orient them
into the organisation's customer relationship culture
and define key comm
unication skills. In Call C
enters and Technical Support departm
ents, there is a tendency to rely on technical/functional skills and neglect interpersonal skills developm
ent. This can result in providing acceptable m
aterial service, the more
tangible aspect, yet unacceptable personal service, the competitive
differentiator.Therefore to build a custom
er relationship culture, it is important to:
* Provide training in key areas required to deliver exceptional personal service* R
einforce these skills using ongoing coaching and feedback* M
easure current performance levels
* Rew
ard performance using a com
bination of monetary aw
ards and non-m
onetary recognition
Establishing Effective Service Delivery Processes
Effective processes and procedures provide the foundation for sm
oothing or inhibiting the material service elem
ent of the customer
interaction. Efficient service delivery systems appear transparent to
the customer. Poor system
s create those 'speed bumps' that
necessitate personal intervention in order to satisfy the customer
requirements.
The critical elements in ensuring a positive m
aterial customer
experience are:* M
apping the service delivery processes* Evaluating critical success points in the process* D
efining service standards and objectives for these essential points* Establishing service delivery procedures to optim
ise material
service* C
reating service level agreements to sm
ooth internal service delivery
Building in C
ontinuous Improvem
entN
o matter how
effective the service delivery processes, or well-
trained the service deliverers, things go wrong. Products have
faults. Custom
ers get frustrated. Things slip through the cracks. The organisations that are built around m
anaging the customer
experience are able to resolve these issues effectively. This process know
n as "recovery" is an important differentiator in
building customer loyalty.
In order to recover effectively, it is necessary to:* Actively seek custom
er feedback and complaints: you cannot
improve if you don't know
what w
ent wrong in the first place.
* Train staff how to handle custom
er complaints effectively using
the correct mix of em
pathising, apologising and resolution.* M
ake sure that the real problem is solved, not just the
symptom
s.* Focus on proactive (prevention) as w
ell as reactive (cure) problem
solving.
Ensuring Managers are the K
ey Change-A
gentsAs consultants, w
e observe that senior managem
ent often has the vision, intention and com
mitm
ent to introduce a comprehensive
customer relationship m
anagement system
. The "make or break"
element is in involving m
iddle managem
ent in the change process, and em
powering them
to be the key change-agents.To do this, it is im
portant to:* Engage the m
anagement team
early and often in the process* Involve m
anagement m
embers in articulating the custom
er experience strategy* Teach m
anagers coaching skills so that they are able to articulate and reinforce the key personal service skills* U
se managers as facilitators w
hen rolling out interpersonal skills training* R
eward m
anagers on establishing, monitoring and updating
service delivery processes* Ensure m
anagers are able to act as an example to their team
s.
1.a.b.
i.ii.iii.iv.
v.
2.a.b.c.
3.a.b.
i.ii.iii.iv.
4.a.b.
i.ii.iii.iv.
v.
5.a.b.
i.ii.iii.iv.
6.a.b.
i.ii.iii.iv.
v.vi.
CR
M
Strategy
Customer service etiquette principles should be integrated into every facet of your organization because providing superior customer service is the most effective way to differentiate your business from the competition.
http://www.successwithetiquette.com/
Smile and demonstrate good manners. Teach employees to smile, leading by example. Establish a culture of high quality customer service and commit to deliver superior service whether over the phone or face-to-face.Make customers feel comfortable, valued, and appreciated.Treat customers with respect, empathy, and efficiency.Listen actively to be responsive and exceed customer expectations.Effectively resolve the customer's problem.Say "Thank you" and "Please" graciously.
1.
2.3.4.5.6.
Build prosperous relationships by treating customers as you want to be treated.
Customer Service: where “etiquette” comes out
6 Principles of Customer Service Etiquette:
Social Network are just another face of your Customer Relationship Strategy
http://blogs.hbr.org/merholz/2009/06/a-framework-for-building-custo.html
Planning CRM - The Approach
Online Touchpoints an Exam
ple (Talisma C
orporation Custom
er interaction tools)
Key-concept
Custom
er Touch points
Business Intelligence (BI) refers to skills, processes, technologies, applications and practices used to support decision making.
BI technologies provide historical, current, and predictive views of business operations. Common functions of Business Intelligence technologies are reporting, online analytical processing, analytics, data mining, business performance management, benchmarking, text mining, and predictive analytics.
Business Intelligence uses technologies, processes, and applications to analyze mostly internal, structured data and business processes
while
Competitive Intelligence, is done by gathering, analyzing and disseminating information with or without support from technology and applications, and focuses on all-source information and data (unstructured or structured), mostly external to, but also internal to a company, to support decision making.
http://en.wikipedia.org/wiki/Business_intelligence
Business Intelligence
How Are People Behaving on Your Site
http://www.youtube.com/watch?v=DO-TJWbuZ6s
Google Analytics | Sito web ufficiale
Online reputation management, or ORM, is the practice of consistent research and analysis of one’s personal or professional, business or industry reputation as represented by the content across all types of online media. It is also sometimes referred to as online reputation monitoring, maintaining the same acronym.
Specifically, the online media that is monitored in ORM is:
http://en.wikipedia.org/wiki/Online_reputation_management
Traditional or mainstream websitesSocial networksConsumer Review sitesSocial news/bookmarking sitesCollaborative Research sites such as Yahoo Answers, Rediff Q&AIndependent discussion forumsUser-generated content (UGC)/Consumer Generated Media (CGM)Blogs
Blogging communitiesMicroblogging (Twitter....)
1.2.3.4.5.6.7.8.9.10.
Online Reputation Management
The blog search engine Technorati is also a good free resource for tracking w
hat's being said in the blogosphere. The service indexes posts as they are published and w
ith any search you do on the site, there is an R
SS button that you can use to subscribe to the search. W
hen viewing the results on the w
eb site, you can click between tabs to
see just the Posts, Blogs, Photos, or Videos containing your search term
s.M
onitorThis
A simple online tool called M
onitorThis lets you subscribe to results of a search from
22 different search engine feeds at the same tim
e. The engines searched include the m
ain search engines like Google, M
SN,
and Yahoo, as well as sm
aller engines like Plazoo, Blogmarks, and
Topix. The results are provided in OPM
L format. Although you have to
copy and paste the code into a file you create on your computer in order
to subscribe, it's still worth checking out as the list of engines searched
makes this a good resource.
http://ww
w.trackur.com
/
http://ww
w.google.com
/alertsO
ne of the simplest and easiest w
ays to track something on the w
ay, your reputation or otherw
ise, is to use Google Alerts. W
ith this free service, you can search either all of G
oogle's properties, or you can specify that only N
ews, Blogs, W
eb, Video, or Groups is searched. You
can then configure the Alerts results to be emailed to you either as it
happens, once a day, or once a week. There is also a page w
here you can edit the alerts once they are created or delete them
when they are
no longer in use.
http://technorati.com/
http://alp-uckan.net/free/monitorthis/
Create Your O
wn C
ustom Search
http://ww
w.socialm
eter.com/
Social meter scans the m
ajor social websites to analyze a w
ebpage's social popularity. C
urrently we scan D
el.icio.us, Digg, Furl, G
oogle, Jots, Linkroll, N
etscape, Reddit, Shadow
s, Spurl, Technorati, and Yahoo My
Web.
Search & A
ggregators
To begin with, w
e'll look at Trackur. This new tool scours blogs, new
s sites, im
ages, and videos for you to track your name, com
pany brands, industry trends, or even new
s about your competitor. The tool allow
s you to search for a keyw
ord or keywords, but also allow
s you to filter that search to include only instances w
here that keyword is coupled w
ith other w
ords and/or filter out instances where certain other keyw
ords are present. O
nce the search has been customized, it can be saved and
then subscribed to via an RSS feed or em
ail. The items Trackur finds
can also be bookmarked or em
ailed.
Social Search
http://socialmention.com
/
Blog C
omm
ents
Backtype is a tool for monitoring blog com
ments. If people com
mented on
various blog posts, citing your name, you never used to have a w
ay of tracking it, until now
. Backtype is a service that lets you find, follow, and
share comm
ents from across the w
eb. Whenever you w
rite a comm
ent with
a link to your Web site, Backtype attributes it to you.
BackType
Social Com
ments
Yacktrack lets you search for comm
ents on your content from various
sources, such as Blogger (blogger), Digg (D
igg), FriendFeed, Stumbleupon
(StumbleU
pon), and Wordpress (W
ordPress) blogs. For instance, if you com
ment on a blog, you can locate other people w
ho are comm
enting on that sam
e blog post and rejoin the conversation.M
y favorite feature of this tool is the “Chatter” tab, w
hich allows you to
perform keyw
ord searches on social media sites and then notifies you of
instances of your brand name. Yacktrack’s search page results also give
you an RSS feed for the search term
. You can also use Com
mentful and
co.mm
ents to track your social comm
ents on the web.
http://ww
w.yacktrack.com
/search
Boardreader and Big Boards are other tools that work sim
ilar to this one
Discussion B
oards
Along with blogs and traditional new
s stories, discussion boards are another channel w
here people can gather in a comm
unity and talk about you. M
ost people disregard discussion boards until they see other sites com
menting on inform
ation viewed on them
. Use boardtracker.com
to get instant alerts from
threads citing your name.
http://ww
w.boardtracker.com
/
TwitterTw
itter (Twitter) m
essages (tweets) m
ove at the speed of light, and if you don’t catch them
they will spread like a virus. U
sing Twitter search (tw
eetzi Tw
itter Search), you can locate any instances of your name and decide
whether you w
ant to tweet back or ignore them
. It really depends on the context and m
eaning of the tweet.
Conduct a search for your nam
e, your company’s nam
e, or various topics you’re interested in and then subscribe via R
SS. Twilert and Tw
eetBeep are additional tools you can use to receive em
ail alerts.
http://search.twitter.com
/
http://friendfeed.com/search/advanced
FriendFeed (FriendFeed) is a social aggregator. You have the ability to take all of your social accounts, such as YouTube (YouTube), D
elicious, Tw
itter, blog, and Flickr (Flickr), and pull them together into a single
(Friend) feed. You can conduct searches on your brand throughout all social netw
orks at once using this search engine.Aside from
learning about the latest video or tweet related to your topic, you
can analyze comm
ents that people make under them
. FriendFeed users tend to favorite and com
ment on w
hat you share and tracking it will becom
e m
ore important as this service grow
s in population. You can also receive alerts straight to your desktop w
ith Alert Thingy.
Social Media Alerts Like G
oogle Alerts but for social media.
Receive free daily em
ail alerts of your brand, company, C
EO, m
arketing cam
paign, or on a developing news story, a com
petitor, or the latest on a celebrity.Social M
ention is a social media search engine that searches
user-generated content such as blogs, comm
ents, bookmarks, events,
news, videos, and m
icroblogging services. It allows you to track
mentions of your brand across all of these areas.
Other social search engines include Serph and Keotag.
http://ww
w.keotag.com
/A service from
Keotag is a great tool for bloggers and those researching a topic in the blogosphere. The site lets you just search for item
s that are tagged w
ith a particular keyword.
Tools & Services
FiltrBoxW
hile all the other tools listed are quite rudimentary, this one is rather
complex and intelligent. Instead of being hit w
ith hundreds or even a thousand results for your brand nam
e, Filtrbox only delivers the most
relevant, credible mentions of things you need to track. Its “FiltrR
ank” technology scores content based on three dim
ensions: contextual relevance, popularity and feedback. You can look back to previous searches 15 days out for free as w
ell.
Your Netw
orknetw
orkA lot of people overlook a strong network w
hen it comes to m
onitoring their brands. If you have a robust netw
ork, especially people in your industry w
ho observe the same keyw
ords as you, then you will receive im
portant updates w
ithout even asking for them.
1.
a.
i.1.
b.
i.1.
c.
i.1.
d.
i.ii.1.
e.
2.a.
i.1.
b.
i.1.
c.
i.1.
d.
i.ii.iii.
3.
a.
i.ii.
4.
a.
i.ii.iii.
5.
a.
i.ii.iii.
6.
a.
i.ii.iii.
7.
a.
i.1.
8.a.
Online reputation m
easuring tools
http://mashable.com
/2008/12/24/free-brand-m
onitoring-tools/
http://ww
w.readw
riteweb.com
/archives/how
_to_manage_your_online_reputation
.php
34 Online R
eputation Managem
ent T
ools - Small Business M
arketing
Free Online R
eputation Managem
ent Beginner’s G
uide
Top 10 Free T
ools for Monitoring
Your O
nline Reputation
http://en.wikipedia.org/wiki/Benchmarking
Benchmarking is the process of comparing the business processes and performance metrics including cost, cycle time, productivity, or quality to another that is widely considered to be an industry standard benchmark or best practice. Essentially, benchmarking provides a snapshot of the performance of your business and helps you understand where you are in relation to a particular standard. The result is often a business case and "Burning Platform" for making changes to make improvements.
Also referred to as "best practice benchmarking" or "process benchmarking", it is a process used in management and particularly strategic management, in which organizations evaluate various aspects of their processes in relation to best practice companies' processes, usually within a peer group defined for the purposes of comparison.
This then allows organizations to develop plans on how to make improvements or adapt specific best practices, usually with the aim of increasing some aspect of performance. Benchmarking may be a one-off event, but is often treated as a continuous process in which organizations continually seek to improve their practices.
Benchmarking
(5) Dave chaffey benchmarking your digital marketing - linked in
(5) How Social Media is Redefining Benchmarking
Q&A: How can we benchmark engagement with our site? - Smart Insights Digital Marketing Advice
6 Benchmarks for Evaluating a Sustainable Digital Marketing Stra
SERVAS is an easy to apply tool using these six critical benchmarks for digital success. By probing and asking related questions for each benchmark, marketers will gain insights on the potential effectiveness of their marketing efforts to achieve desired results. Here are the six benchmarks:
Sustainable goalEngageRelationshipValueActionSynergy
SERVAS APPROACH
Website
Main functioncommercial
insitutional
Mood
Ecommerce
Offer
Presentation richness
Interactive tools
ServiceCustomer service
Product customization
Strategic leverages
Content types
Benchmarking website
Social
Social network
Where
How
Applications
Content dissemination
Interaction
BlogMood
Content typesOther tools
Internal community
…..
Specials
Contest
Viral
Events
Benchmarking website
Mobile Mobile siteApplications ContentsGoal
Contents
Benchmarking website
Identify “competitors” of you companyHomework lesson 2
Benchmark their online presence basing upon the given schemaOutput: a power point presentation or similar
1.2.3.