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Georgeanna Liu and Chris James from AMD and Chris Neal from Chadwick Martin Bailey discuss how to better understand B2B Social Media. The presentation was originally delivered at the Social Media and Communities Strategies 2.0 Conference this May and discusses how to understand and prioritize social media marketing efforts for different target audiences
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Understanding B2B Social Media: An AMD Case StudyPrioritizing social media marketing efforts for different target audiences
Presented by: Georgeanna Liu, AMDChris James, AMDChris Neal, CHADWICK MARTIN BAILEY
June 2010
Today’s Webinar
• Who is Chadwick Martin Bailey?
• Today’s Speakers
• Today’s topic: How AMD and CMB conducted research to drive B2B social media strategies
• Q & A (please enter questions into the webex Q & A feature and we’ll answer them at the end)
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Chadwick Martin BaileyCompany Facts
• Founded in 1984
• Headquartered in Boston
• Global, Full-service provider
• Fully dedicated, vertical specific teams
• Specialization in social media, branding and segmentation
• Sweet Spot: when you want a supplier who will provide original ideas, not just a response to an RFP
Our Clients: We Partner with Leaders in a Range of Industries
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Chadwick Martin Bailey: Our Specialties
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Segmentation Finding the high potential growth opportunities and providing direction on ways to realize the growth
Customer / Brand Experience
Driving customer acquisition and market share by linking customer experience to the brand message
Product and Service Development
Research to support the development, positioning, and launch of new products and services
Customer Experience and Loyalty
Research to enhance (retain and build) relationships with key customers
Today’s Speakers:Chris Neal, Georgeanna Liu, Chris James
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Chris JamesSocial Media Strategist, AMDProject role: Chris was the sponsor of the research and user of the results to drive strategy across business units and key audiences
Georgeanna LiuMarket Research Manager, AMDProject role: Georgeanna led the research design and execution from the AMD side, working closely with Chris and Chris to make sure the outcomes were useful
Christopher NealVP, Technology and Telecom Practice, Chadwick Martin BaileyProject Role: Chris lead the research design and execution on the Chadwick Martin Bailey side
The Business Context
AMD At-A-Glance
• A leader in microprocessors and graphics
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Founded: 1969
Headquarters: Sunnyvale, CA, USA
Employees: ~11,000 worldwide
2009 Revenue: $5.4 billion
“AMD is not a CPU and graphics company doing ‘Fusion.’ We are a ‘Fusion’ company that also makes the world’s best discrete CPUs and graphics technologies.”
—Dirk Meyer, AMD President & CEO
AMD Enables the Next Generation
Finance
Billions of financial transactions are conducted quickly and efficiently every day
by major stock exchanges around the world on AMD-based servers
Cloud Computing
Nearly 2 million AMD processors are engaged in cloud computing clusters
worldwide.
Research and Science
Four of the five fastest supercomputers in the world are powered by AMD processors
Film
AMD has powered special effects in movies that collectively have netted more than
$5.4 billion in worldwide box office revenues
Gaming
More than 50 million Wii consoles shipped to date run on AMD
technology
Government
The U.S. Census Bureau relies on AMD-powered processors to help power its Master Address File, containing more than 180 million addresses and locations where US citizens live and work.
AMD and Social Media
• AMD has been aggressively been using social media channels for marketing for some time
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The Challenge
• AMD has a complex business model with widely disparate target audiences…
AMD’s challenge
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System Builders
OEMs(Original Equipment Manufacturers)
ACMEComputers
Retailers
Joe’s Electronics
Consumers
Audience G
Audience D
Audience A
Audience H
VARs(Value Added Resellers)
Companies
Audience C
Audience E
Audience B
Audience F
• There’s pressure to use all media types for all audiences• But resources are finite
AMD’s challenge
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Audience C Audience F Audience GAudience DAudience BAudience A Audience E Audience H
Social Networks
Blogs
Online Forums
Other Social Media
High time and/or budget investment level
AMD’s challenge
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Audience C Audience F Audience GAudience DAudience BAudience A Audience E Audience H
Social Networks
Blogs
Online Forums
Other Social Media
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• AMD must be smart about marketing investment: can’t commit to blanket marketing of all target audiences
• And social media web-scraping tools did not tell the whole story…• Who is talking or listening? What is the actual impact?
* MOCK DATA ONLY: THESE ARE HYPOTHETICAL RESULTS
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AMD’s challenge
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Audience C Audience F Audience GAudience DAudience BAudience A Audience E Audience H
Social Networks
Blogs
Online Forums
Other Social Media
• Ultimately, AMD wanted to determine how much to invest in each form of social media, and do it more effectively
* MOCK DATA ONLY: THESE ARE HYPOTHETICAL RESULTS
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The Questions
The Research Questions
How do key target audiences form their opinions of AMD? What sources (people, things, places) can AMD use to influence them?
Within those sources, what social media* are available to AMD to drive its brand perception?
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* Social media is defined as blogs, online forums, social networks and micro-blogging (e.g., Twitter)
The Research
Primary Research to Understand the True Impact (and Potential) of Social Media Among AMD's Target Audiences
• Research design started with the target audience (rather than the communications medium) and worked backwards
• Recruiting: We did not use social media to recruit research participants (to prevent sampling bias)
• Techniques: Both qualitative/open-ended and quantitative research
• Audiences: Separate research modules for each unique target audience, spanning from extreme B2B to consumer segments
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• Separate sources of information (i.e., people: journalists, vendors, VARs, colleagues, fellow purchasers, etc.) from methods and media (i.e., ways in which these sources convey their information, be it social or non-social: e.g., static websites, print magazines, online forums, social networks, twitter, etc.)
Considerations for Social Media Research
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Audience C
Audience D
Audience B
Audience A
Audience E
Sources
Friends
Companies
Salespeople
Journalists
Indy bloggers
Fellow consumers
Methods and MediaF2F
Phone
Social networks
Websites
Blogs
Publications (online)
Publications (print)
* MOCK DATA ONLY: THESE ARE HYPOTHETICAL RESULTS
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• Measure social media and non-social media within the same framework to identify how social media should fit within the overall marketing mix
• AMD views social media as part of the overall marketing mix; not as a pure-play
• The overall marketing mix (social and non-social) varies based on which specific target audience they are addressing
Considerations for Social Media Research
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Considerations for Social Media Research
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Audience C Audience F Audience GAudience DAudience BAudience A Audience E Audience H
Social Networks
Blogs
Online Forums
Other Social Media
F2F
Websites
Web searches
Email…
* MOCK DATA ONLY: THESE ARE HYPOTHETICAL RESULTS
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• Measured the impact of both sources and methods in different use-case scenarios• Who people rely on for information (sources) and how they get that information
(methods & media) depends on what they’re seeking information for (e.g., shopping, product support, general news, etc.)
• Helped AMD focus on the types of content that needs to be developed for each outlet (i.e., not corporate news: but specifics about what your product does)
Considerations for Social Media Research
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General News/ Information Gathering
Evaluating Products to Purchase
Post-Sales Support
Lessons Learned
Lessons Learned (1)
1) Research helps us understand what social media tactics will truly be effective as opposed to just doing things to check the box
• Sometimes the answer is “Not now, not here”, and that’s OK
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Audience A
Blog
Online forum
FriendFeed
* MOCK DATA ONLY: THESE ARE HYPOTHETICAL RESULTS
Lessons Learned (2)
2) The extent of use of social media varies dramatically by different target audiences:
• For some target audiences, marketing efforts through social media are a good use of limited marketing resources; for others—social media will not reach them or impact them
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Audience C Audience F Audience GAudience DAudience BAudience A Audience E Audience H
Social Networks
Blogs
Online Forums
Other Social Media
* MOCK DATA ONLY: THESE ARE HYPOTHETICAL RESULTS
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Lessons Learned (3)
3) Use of social media (and media in general) varies by use-case scenario: social media can be very important for post-purchase product support, for instance
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Audience X
Social Networks
Blogs
Online Forums
Other Social Media
General News/ Information Gathering
Evaluating Products to Purchase
Post-Sales Support
* MOCK DATA ONLY: THESE ARE HYPOTHETICAL RESULTS
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Lessons Learned (4)
4) Social media efforts may need to involve non-traditional employees in brand-related efforts
• Some customers are much more likely to actively engage in conversations with product support or engineering teams than they would be with brand and marketing professionals or senior-level executives
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Marketing
Tech Support
Engineering
Product Development
Engineering
Audience X
* MOCK DATA ONLY: THESE ARE HYPOTHETICAL RESULTS
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Lessons Learned (5)
5) Not all social media are created equal: some specific outlets are used frequently and are highly influential, while many others are frequented but have little impact on brand initiatives or marketing outcomes
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Audience X
High
Low
Soci
al M
edia
Impa
ct
* MOCK DATA ONLY: THESE ARE HYPOTHETICAL RESULTS
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179 South Street, Boston, MA 02111 ● 617-350-8922 phone ● 617-451-5272 fax www.cmbinfo.com
Questions?
Christopher NealVP, Technology and Telecom PracticeChadwick Martin BaileyPhone: (617) 350-8922Email: [email protected]
Georgeanna LiuMarket Research ManagerAMDPhone: (512) 602-3403Email: [email protected]
Chris JamesSocial Media StrategistAMDEmail: [email protected]
Trademark AttributionAMD, the AMD Arrow logo and combinations thereof are trademarks of Advanced Micro Devices, Inc. in the United States and/or other jurisdictions. Other names used in this presentation are for identification purposes only and may be trademarks of their respective owners. ©2010 Advanced Micro Devices, Inc. All rights reserved.
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