Capgemini social media strategy success factors

Social Mediastrategy

Hi! Jean-Baptiste Vincent

French / Australian

12+ year of experience in the industry and in consulting

Co-founder of the digital practice at Capgemini and Mobility Lead

[email protected]: jb_vincent

A bit about me About Capgemini

10 years ago… 2004

What is the valueof Social Media?(for your customers, your employees and your business)

From Social Media

Communities &

Forums

Co-creation &

fansourcing

Social Support

Social Media

Marketing

Social Media

Monitoring & Analytics

SocialCommerce

Level of Control Level of Integration (and benefits)

• Discussion boards• Forum• Kudos & contributor ratings

EngagementBrand advocacyReduced cost to serve

• Polls & voting• Codesign• Fansourcing

Reduced product development costBrand advocacy

• Workflow & response to customer challenges• Peer-to-peer customer service

Reduced cost to serveBrand advocacy

• Corporate and products comms• Campaigns & events• Blogs

Brand awareness

• Monitoring• Unstructured analytics• Dashboards

Customer insights / segmentation

• Product reviews & ratings• Crowd sourced recommendations• Social shopping• Content creation and sharing e.g. Videos, photos

Increased cross-sellIncreased up-sellReduced cost to sell

To Social CRM

What are the benefits?(for your customers, your employees and your business)

Understanding digital starts with determining “what” an organisation is doing with digital and social

Digital Maturity & The Digital Advantage

DIG

ITAL

INTE

NSI

TY

WHATthe company is

doing (digital

investments & assets)

Investment in technology

enabled initiatives to

change how an organisation

operates CUSTOMER & OPERATIONS

Sources: Digital Transformation : A Road-Map for Billion Dollar Organizations; joint MIT - Capgemini publication; Capgemini – MIT, Creating a Digital Transformation Vision, 2013; Capgemini – MIT, The Digital Advantage, 2012.

The second perspective is understanding “how” the organisation is approaching digital and social

Copyright © 2014 Capgemini Consulting. All rights reserved.


DIG

ITAL

INTE

NSI

TY

WHATthe company is

doing (digital






TRANSFORMATION MANAGEMENT INTENSITY

HOWthe company is

doing it(vision, governance

& roadmap)

Creating the capabilities

necessary to drive digital

transformation)


The ‘Digirati’ manage both dimensions of digital


BEGINNERS

This is not for us!

CONSERVATIVES

Analogue focus

FASHIONISTAS

DigitalDigital

Digital

DigitalDigital

DIGIRATI

DIG

ITAL

INTE

NSI

TY

WHATthe company is

doing (digital







HOWthe company is

doing it(vision, governance

& roadmap)

Creating the capabilities

necessary to drive digital

transformation)


Strong vision, invest in and manage

digital quickly and effectively


The ‘Digirati’ get the best financial results


BEGINNERS

This is not for us!

CONSERVATIVES

Analogue focus

FASHIONISTAS

DigitalDigital

Digital

DigitalDigital

DIGIRATI

DIG

ITAL

INTE

NSI

TY



Strong vision, invest in and manage

digital quickly and effectively


Revenue Creation

Profitability

Revenue Creation

Profitability

Revenue Creation

Profitability

Revenue Creation

Profitability

+9%

+26%

-11%

+6%

+9%

-10%-4%

-24%

Our client case studyHow Capgemini helped a traditional organisation in its journey to become a digital and social enterprise)

Challenge #1

Where to start?

Lessons learnt

Identify clear social objectivesGet Leadership support

Measure success

Challenge #2

Who is your audience?

Lessons learnt

Identify and understand your audienceDefine cross-channel journeyGenuinely give before taking

Empower your customers

17

Burberry Body exclusive launch on Facebook

The Art of the Trench

16MIL FANS ON FACEBOOK. LIVE-STREAMED A/W13 on TWITTER. LEADING BRAND ON INSTAGRAM.ALL SUPPORTED BY NEW CAPABILITIES IN DIGITAL ASSET MANAGEMENT.

Challenge #3

Avoid the Island effect

Lessons learntIntegrate social with other digital and non-digital

channelsIntegrate business processes and policies

Integrate company silos

Customer Experience

CUSTOMER-FACING PROCESSES

Analytics

Data Integration

Process Digitization

Internal Collaboration

OPERATIONAL –FACING PROCESSES

Technology

Social Media

Mobile Channel

Online

Stores

CLOTHES SEEN ON THE RUNWAY ARE IMMEDIATELY AVAILABLE FOR PURCHASE VIA IPAD APP AND WEBSITE. CAN ALSO SHOP MARKETING VIDEOS. PERSONALISED ENGRAVING CAN BE ADDED.

Runway to reality

Blurring digital and physical in store

BRAND CONTENT CONTINUOUSLY PROJECTED ON OVER 100 SCREENS THROUGHOUT THE STORE, INCLUDING PRODUCT-SPECIFIC CONTENT TRIGGERED BY RFID-ENABLED MERCHANDISE ON MIRRORS THAT TURN INSTANTLY TO SCREENS. IN-STORE AUDIENCES CAN WATCH KEY BRAND MOMENTS LIVE FROM OTHER LOCATIONS. RETAIL THEATRE AVAILABLE IN NEARLY 100 STORES.

Challenge #4

People and culture

Lessons learnt

Become a Social EnterpriseEmpower employees

Break internal silosBusiness and IT collaboration

The Social Enterprise: Burberry Chat

Challenge #5

Managing technology complexity

Lessons learnt

Think Big, Start SmallIntegrate dataBecome agile

Burberry Results, 2009 - 2013

Since starting their digital journey they’ve realised significant benefits

Thanks!Any questions?

Capgemini social media strategy success factors

Social Media

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