By Maggie Schneider Huston-Oracle on Nov 24, 2015
Look at these numbers.
Don’t you want them?
Here’s the secret behind Sapporo Breweries’ success on social media:
Big news: Tumblr is joining Oracle Social’s SRM Platform!
Tumblr is much more than your average micro-blogging site. In today's image-focused, socially driven environment, Tumblr is gaining in importance with brands. As our partner NBC Sports noted in AdWeek, "Tumblr is a visually rich, social-friendly platform" that they found a "perfect" place for SuperBowl content. According to Tumblr, there are 251.8 million blogs publishing 80 million posts in 16 different languages PER DAY on Tumblr. Unlike other social media websites, you aren’t limited by the format of your content; you can post text, photos, links, music, or videos to your blog. By integrating Tumblr into Oracle Social’s SRM, our customers have a tremendous opportunity to expand their brands into new markets and engage with customers in new ways, all through one platform.
What This Means
Publish: You will be able to add and manage Tumblr accounts from the same page as your other social media channels.
You’ll be able to create posts in the same manner as any other social network. This will make your social media manager’s life better, as it will be easier to create consistent posts across your social profiles.
Analyze: You’ll also be able to analyze your content to determine how well it is performing - not just on the Tumblr site, but compared to your other social media platforms as well.
For example, if you decided to run a “Summer Fun” social media campaign across your Facebook, Twitter, Google+, LinkedIn and Tumblr accounts, you can monitor the performance of those posts using the SRM.
This unique capability will allow you to see the entire picture of your social media campaigns - not just your performance on individual posts.
Although we have that too.
With the addition of Tumblr to the SRM lineup, Oracle Social Cloud now supports eight social platforms (with more coming soon): Facebook, Twitter, LinkedIn, Google+, Instagram, Youtube, Weibo, and Tumblr. According to eMarketer, by the end of 2015, almost 1/3 of the global population will be using a social media website regularly - and the SRM will make it easier for you to reach these people through one integrated platform.
For more information on how to add Tumblr to your account, click here.
Doug White, CMO, Ecell Global
It’s all fun and games to talk about social marketing strategy, but when push comes to shove, we learn the most from real life experience. We spoke to Douglas White, the CMO of Ecell Global (which owns and operates Head Case Designs) about what works for them in social media marketing.
Who Is Head Case Designs?
They create personalized cases for your mobile device. Founded in 2005 in England, the company has over 350 employees around the world, with a strong presence in the US, UK, Germany, Italy, Australia, Hong Kong, and Japan. According to their website, “Head Case is the global leader in custom mobile case designs, with more than 3 million product offerings shipped to the hippest cats worldwide.”
Up until a year ago, their cases were sold exclusively on eBay and Amazon. They decided they needed to establish a direct-to-consumer selling strategy, and that’s when their social media marketing kicked into high gear.
Social Strategy - Marketing and Selling
Most importantly, Head Case Designs knows their customers. They primarily serve 18-24yr old millennials, with 75% of their customers under the age of 30. They skew female. These people are cool. They’re unique. They don’t want what everyone else has - they want to stand out. They view their phones as an extension of their brand identity.
Building off of that knowledge, Head Case Designs created a brand personality that is “someone you would want to hang out with at a party,” says White. “We’re friendly, jokey. Not too serious.”
Developing their brand identity and tone guided their hiring decisions as well, White adds. They’ve hired three new people who mirror their clientele and have experience cultivating a following in their personal life.
With these fundamentals in place, they’re creating content that is specifically tailored to their customers. White says “we used to post photos of the front and back of cases, but that was not engaging. You’ve got to make sure your products are presented in a way that consumers can relate to it. People need to be able to see themselves using it.” They started posting photos of the phone cases on desks, with jewelry and papers strewn about. This type of content created a new level of customer engagement and support.
Social Strategy - Customer Experience
There’s something special about being able to say “I made that.” Head Case customers are proud of what they have created and they want to share it. Head Case uses the Oracle Social SRM Media Mixer tool to create their “Cool Case Wall” on Facebook. White adds, “It only took 30 minutes for us to set it up. We search #headcase and #headcasedesigns, find the good photos and then add it to the wall. Then we direct message the people who posted it and say, ‘Hey, thanks for posting that great picture of your Head Case, we’ve highlighted it on our Cool Case Wall, go check it out.’ And then they feel closer to the brand.”
Customers also need to know that their concerns are being heard as well. “Social is the place where we need to engage the consumer,” says White. Head Case prioritizes responsiveness on all platforms because they know that “if one customer complains on social, you’ve lost 10,000 customers. Social has shifted the power from the brand to the consumer.”
The first thing White said was, “We’re learning our social strategies every day.” That’s not to say that they’re amateurs; rather, it means that Head Case maintains a “beginner’s mindset” every day. A beginner is unbiased and open to new ideas. They’re creative. They think differently. Keeping a fresh perspective allows you to create fresh and original content, which is what resonates with customers.
Of course, not everything is going to be a winner. Head Case has set up specialized analytics dashboards within Oracle Social’s SRM to analyze what content is doing well on each platform. “We would prefer to grow our fan base slowly and stay engaged,” says White. “Wouldn’t it be better to have a small number [of fans] that is engaged and sees everything you post, than a big number that never hears your message?”
White also mentioned “proactive marketing,” a relatively new strategy that utilizes Oracle’s listening capabilities to capture when a customer is having a problem with a competitor. For example, if someone posts “ugh my case just broke again!” this message would be flagged for Head Case’s team to reach out and say, “Hey, we hear you’re having a problem, how about you try us for a discount?” This strategy also has the added benefits of creating a metric that will show directly how social media drives the bottom line.
“Social marketing is built to break rules and operate quickly,” says White. Check them out on Twitter, Facebook, Instagram and Google+ to follow their social progress in real time.
By Rowena Toguchi and Maggie Schneider Huston
March is Influencer month on the Oracle Social Spotlight blog! Today’s influencer is data guru Tara Roberts, Vice President of Oracle Data Cloud.
Oracle Social: How would you define “big data”? Isn't it less about "big" data and more about the "small" data that provides data-driven business insights and actions?
Tara Roberts: Big data is meaningless unless businesses have a way to 1) extract important signals from the noise and 2) have the ability to “act on” those insights to target, personalize and measure every customer interaction. The companies who win are the ones who are able to uniquely predict their customers’ desires and intentions and to personalize, plan and react before their competitors can. The answer is to “know more” with unique data insights, not just access to big data – which, as a standalone is more of a business challenge than an opportunity.
What is the greatest misconception about “big data?”
I would say one of the biggest misconceptions is to say that “big data” is only relevant to IT organizations. The whole concept of Data as a Service is to shift that thinking to data intelligence being a competitive driver for the entire business across sales, marketing and customer intelligence. Some of the most successful companies rely on data-driven decisions and our mission is to provide the largest set of enterprise-ready data assets and services to power smarter actions everywhere. The key is to make this data accessible (without the need of IT implementation) and actionable (through direct integration with applications and platforms.) Everyone in the board room should be involved in the “big data” discussion as a way to differentiate – not just for IT.
Data is used for a variety of business objectives - developing customer profiles, personalization, targeting, product development, product enhancements, etc. Where do you see data growing in importance the most during the next 12 to 18 months? Is it with marketing technology?
I definitely see the use of data growing beyond just influencing the marketing interaction. Data is the unifying thread that will help companies connect every customer touchpoint and it’s critical that there is a common way to ensure consistent and meaningful interactions across the entire customer journey. One of the biggest challenges that we address is the ability to identify customers and prospects across any channel and any device. It means having the ability to stitch together IDs across offline (addresses) to known online (email), to anonymous online (cookies) to mobile (mobile ID). Creating that linkage in the form of an audience graph is a top initiative for the Oracle Data Cloud.
Let's talk social. Social data is unique as it reveals intents - a person's likes, dislikes, desires, wants, etc. How is Oracle leveraging its SRM and social data to help customers capitalize on understanding, targeting and engaging with their customers and prospects better?
Businesses can start to better understand their customers and prospects by knowing more about what they do, what they buy and what they say. Social data provides an uncensored view into what consumers are saying, how they are feeling, and key trends around your brand. One of the ways that we are looking to extend social listening capabilities is to link social insights with business intelligence data to delve further into how a social spike, or a positive or negative sentiment may impact positive or a dip in sales. This really takes social insights to a different level.
As Gartner research says, “Content does not conform to a specific, pre-defined data model. It tends to be the human-generated and people-oriented content that does not fit neatly into database tables.” Unstructured data demands new analytical approaches. The value big data provides is the ability to capture the entire picture of everyday people. This can lead to a bevy of challenges: missed signals, inaccurate conclusions, bad decisions, etc. How does Oracle’s technologies, like Oracle Data Cloud, Oracle CX Solutions, help combat this challenge?
Gartner also predicted that enterprise data will grow by 800 percent in five years, with 80 percent of it unstructured. This definitely means that if left untapped, businesses will lose valuable insights and signals from their unstructured data assets. Oracle Data Cloud is working on combating this challenge straight on in an upcoming data as a service product release. I can't tell you much more than that – look for more details from Omar Tawakol, GVP and GM of Oracle Data Cloud, at SXSW on March 13th at the Hyatt Regency at 3.30pm in the Zilker Ballroom.
[UPDATE: You can hear more from Polaris and Holly Spaeth at the annual SXSW Conference in Austin. Holly will be speaking on the panel, "When Quickies Aren't Satisfying: Loyalty on Social," taking place Friday, March 13 from 5-6pm at the Radisson Hotel (111 Cesar Chavez and Congress) in the Riverside Ballroom. In fact, you can join Oracle, Polaris, General Motors and many more brands and thought leaders during Oracle's SXSW event all day Friday at the Radisson.]
How does a company convert "likes" into dollars? Most businesses are acutely aware of the importance of social marketing for customer service and brand awareness. As this recent McKinsey report shows, businesses understand the importance of social tools but are still struggling to maximize their potential. A recent Forrester report showed that a majority of businesses aren’t leveraging social listening to uncover actionable business insights.
There are, however, some companies that are ahead of the curve and using social to enable key parts of their business from marketing to service to commerce to research and development. Minnesota-based Polaris, maker of riding machines like snowmobiles, ATVs and motorcycles, and an Oracle Social customer, is one such innovative company.
The winning design for the Pink Ribbon Riders Campaign
“Polaris is a customer-centric organization—we believe deeply in putting the customer at the center of everything we do,” said Holly Spaeth, Manager of Interactive Media and Content at Polaris Industries. “Social is a central part to customer centricity, as it’s an arena where we can listen, learn and engage directly with our passionate fan base to make customer- and data-driven business decisions.”
At Polaris, social listening and engagement got into full swing in early 2012. In fact, it was a simple t-shirt campaign that showed the Polaris executives how listening and learning from social communities could benefit their business.
The company had launched a brand-new Victory logo and wanted to generate awareness during the annual Sturgis Rally, including creating a new t-shirt design campaign. They had an agency design three concepts and asked their Facebook fans to vote on their favorite. Surprisingly, instead of a focus on voting, the fans overwhelming disapproved of the t-shirt designs. Consumers said the t-shirts didn’t “feel” like the Victory brand. They offered suggestions, including how to better showcase the Victory logo. Polaris took the feedback and redesigned a new t-shirt that garnered fan praise, as well as strong awareness at the Sturgis event.
“It was just feedback on a t-shirt but it showed us the power of engaging and learning from our customers. We now apply that simple concept to marketing campaigns, product colors, accessories and even new product design. Social insights are being shared across the company and making a positive business impact regularly.”
In early 2014, when Polaris was developing a color scheme for the new Victory Gunner motorcycle, they went straight to social and let the fans decide.
“We are quite literally co-creating with our customers, seeking their input and knowledge around likes, dislikes, wants and desires,” said Spaeth. “And they get inspired and passionate about being heard—especially around product and accessory colors. Color plays a big role and is an ongoing and important theme across our social channels.”
In late 2012, Polaris started seeing social conversations and themes around the term “pink.” The conversations were correlating around breast cancer, Pink Ribbon Riders, and an interest in pink-styled designed snowmobiles.
“When the pink themes and conversations started across social we began to take notice. We continued to listen and monitor the increasing volume and positive sentiment and realized there was something there.”
But before actually executing on an idea, Polaris tested “pink” during the annual “snowcheck period,” a six-week period where consumers could pre-order custom sleds in select colors, and this time pink was offered. “Pink correlated and resulted in strong sales. So although ‘pink’ went against the traditional grain, we followed the data and connected with our R&D team to create something bigger around this idea of pink,” said Spaeth.
What Polaris created was more than a new product idea; they tied the “pink” theme around a charity campaign and sponsorship with the Pink Ribbon Riders, an organization dedicated to help women and men with breast cancer.
“We executed a consumer-generated snowmobile custom design to support the Pink Ribbon Riders. Social insights were helping make decisions on a new charity partner, as well as a consumer-focused and engaging campaign.”
In the spring of 2014, Polaris launched its Pink Ribbon Rider Wrap campaign on Facebook, where consumers generated the designs and voted on the winner. A portion of the proceeds went to benefit the Pink Ribbon Riders. Thousands of social fans participated but it was Cassandra from St. Paul, MN that had the winning design.
“The reaction to the entire Pink Ribbon Riders Wrap campaign was tremendous, including a strong interest with our dealers and partners,” Spaeth added.
“We recap our social and digital insights weekly across departments and, together with other customer data, use it as a guide to make better business decisions for marketing to services to sales to product development. And Product Development is always interested in what our social fans are saying to help with everything from product naming, design, color, accessories and more.”
By Reggie Bradford and Horace Williams
(Originally posted on Forbes.com. Reggie Bradford is senior vice president, product development, Oracle; and Horace Williams is director, user experience design at Oracle Social Cloud.)
It’s clear that diversity in the workplace is more important than ever—crucial, perhaps. Workplace diversity reinforces how people from different backgrounds can communicate and cooperate, with common purpose and good will.
We wanted to craft a column, based on personal experience, about an effective way to create a diverse workplace. In particular, we’d like to show how startups benefit from a proactive strategy to enlist a wide variety of talent and experience.
We’ve been colleagues and friends for several years. The startup company where we first worked together, Vitrue, was acquired in 2012 by Oracle, where we now work together.
At Vitrue, we created a successful—and much-needed—workforce diversity program. A poll we took before we embarked on our effort established the extent of the problem: less than 20% of the workforce was non-white-male (including senior management, which was all white male). Right before the company was acquired, an eyeball scan of Vitrue’s open floor plan would have put that number closer to 50%, with minorities and women represented on the senior management team.
Here are several important lessons learned, and key takeaways, from our experience.
**There is a strong comfort level when different people work together.
This may seem counter-intuitive to conventional wisdom that people are more comfortable with their peers. But, in fact, a kinship develops within a diverse workforce, a feeling of family. It’s inviting. It’s energizing. It fosters an atmosphere of social responsibility and higher purpose. And it contributes to job satisfaction and company loyalty.
** The key to prioritizing diversity is awareness (also humility).
Vitrue was headquartered in Atlanta, which bills itself as “the city too busy to hate.” African Americans represent about a third of the population of the city, yet were under-represented at Vitrue, particularly in management. A literal “awakening” on the part of the founder and CEO (Reggie) to the “sameness” of his executive staff set off the diversity imperative in his head. Then, it took humility for the CEO to approach a colleague representing a minority (Horace) to ask for advice and help.
** The natural byproduct of hiring diverse managers is diverse staff.
This may be the most important takeaway, and it encapsulates the approach we took to fostering diversity. It wasn’t a mandated, hard-structured program, deliberately so. Such a forced-march strategy might work for some companies, particularly in the short-term, but there’s a big potential downside to it: resentment.
Instead, we decided to build out our workforce organically, by approaching managers representing minority groups for their recommendations on new hires. It’s a matter of propinquity. Minorities, racial, sexual or otherwise, have access to the communities they associate with, and are the best ambassadors to them. That “trusted network” approach then builds on itself, literally “growing” a diverse workforce.
Let’s be clear: We’re not recommending that poor performers be approached to help in hiring just because they represent minority groups—quite the opposite. The “trusted network” applies in terms of performance, in the sense that high-performing managers will seek out the highest performing candidates from their communities.
** If you don’t put this into practice early, it’s hard to fix later.
And this is why a startup, short on history but long on seeking the best talent, provides a good platform for establishing an inclusive organization and work environment.
Diversity is not just a “soft” culture sell. Entrepreneurs should take note of the “hard” ROI diversity can provide.
1) The earth is flat. If you plan to go global with your startup, you need a workforce who will embrace and exploit that geographic, multi-cultural challenge. And you have to go global with your startup.
2) Diversity opens new markets you might never have heard of otherwise. At Vitrue, which offered cloud-based social marketing tools (now a part of Oracle’s Social Cloud), we were tipped to a potential client that was marketing to a minority group on Facebook—by a minority manager who was being marketed to.
3) Ensuring diversity means that you’re committed to the best talent. Take a simple example: language. Native speakers can help broaden your company’s reach in all areas of business: sales, marketing, support, development, strategy, etc.
It’s not hard to calculate that the advantages diversity offers—talent, vision, and opportunity—extend all the way up the workforce ladder. Indeed, the insight and experiences women and minorities bring to the table are must-haves at the executive table.
As well it suggests, for those individuals and organizations that provide support for entrepreneurs, diversity should be a strong factor in their decision-making. Unfortunately, the opposite is the case. A new study concludes that female- and minority-run startups “are significantly less likely to raise venture capital or private equity funding than their white male counterparts.”
It’s worth noting that an industry group, the National Venture Capital Association, announced it was establishing a “Diversity Task Force” to explore ways to increase opportunities for women and minorities as entrepreneurs and in venture capital.
It remains to be seen what impact a task force will have on such an insular society. But the effort does point out one important element of a diversity strategy: You have to want it. If you treat diversity as a novelty, you won’t prioritize it and do what needs to be done to make it succeed.
Which is another reason why entrepreneurs might be our best hope here: the good ones are smart enough to know how to make things happen. Diversity is a goal that rewards—and deserves—that kind of effort.
Author: Erika Brookes, VP, Oracle Social Cloud
I attended this week the annual #WOMMASummit in Hollywood, California. As usual, it was a lively event full of industry thought leaders, informative sessions, engaging conversations, quotable tweets and more than a few innovative ideas. I had the pleasure of speaking with LinkedIn executive Deanna Lazzaroni on the topic of B2B social marketing. Only we took a different stance on traditional “B2B” marketing with the session titled “B2B Social Media Made Simple: Hint, it’s All About P2P”. Meaning it’s all about people connecting to people.
By now, I hope you understand you aren’t “marketing” to broad-brushed, generic audiences anymore. You are trying to develop relationships with people. And that takes understanding those people—their likes, dislikes, desires and needs—accomplished through active listening. Once you understand someone better, you can engage and respond to that person in a more relevant and authentic manner. You’ll understand how to develop better content for them; interact at the appropriate time; educate and provide information; and ultimately help meet their needs.
Your business today must operate as a people-centric organization. It must be the guiding principle to your strategy and ultimately how your strategy is executed via your culture, people, processes and technology. It’s the right strategy that will help businesses succeed with today’s ever-changing world driven by empowered people.
Of course, this lists only five ways to succeed in today’s rapidly changing digital world, and it could easily be expanded to 10, 15 and 20 + advice points. As you think about your customers, employees and partners, try to keep this in mind: Our digital world might make it harder to remember there’s a person behind that email, Tweet, post, comment, or text. But your connections are being made with people. People with valuable information and insights; People wanting to be engaged and empowered; People wanting to interact with people. Welcome to the new world of P2P business—people connecting with people.
Author: Amy Sorrells, Oracle Social Cloud
By now everyone should understand the importance of all things mobile. Yesterday at the annual WOMMA Summit, Terry City from BuzzFeed said the following that quickly garnered lots of Twitter love: “If it doesn’t work on mobile, it doesn’t work.” And with every new smartphone sold this becomes increasingly right on.
(Image courtesy of WOMMA Summit)
The shift to social media being consumed on mobile devices is very real. But many brands’ existing strategies are based on the wrong assumption that social is still a desktop/laptop thing. Do people still use desktops and laptops for social networking? Of course they do. It’s just that social media usage is rising and it’s being driven by the proliferation of smartphone adoption.
And it is not just social activities; mobile is driving changes across many behaviors from shopping to service to search.
Comscore says we in the U.S. spend 52% of our “digital time” on mobile apps. Mobile comprises 60% of digital media usage…a percentage that’s rising at a rapid clip. Social, along with games and music, dominate mobile app usage, with Facebook the clear #1 for audience size and time spent.
When you drill down to how the individual social networks are predominantly engaged, 98% of the time U.S. users spend with Instagram is on mobile. For Pinterest it’s 92%, Twitter 86%, and Facebook 68%. So taking these kinds of statistics into consideration, an aware social marketer would have no choice but to start thinking about social solely in terms of how it plays out for users on mobile.
Brands and advertisers start doing damage to their company when they don’t stay in step with real changes in consumer behavior.
And here’s what that behavior looks like: There are more people in this world that own smartphones than own toothbrushes. Four out of five consumers use smartphones to shop. 52% of Americans use mobile for in-store research. 70% of mobile searches lead to online action within an hour. People that find you on mobile convert at almost 3x the rate as those that find you on desktop/laptop. Those using mobile are out and about, living their lives and ready to socially engage.
Smartphones aren’t just lighter laptops. They are enabled with innovative and valuable opportunities—think sensors, beacons, location-based recognition. They can bring hyper-local targeting, personalization and context marketing to life.
Mary Meeker’s State of the Internet report brought us some curious figures that illustrate a disconnect between where the public is spending their media time, and how much ad spend goes there. For instance, print usage is at 5% and dropping, yet the spend by advertisers comfortably jogging behind consumer behavior is 19%.
Looking at overall mobile ad market trends, however, things look like they’re heading in a reasonably right direction. BI Intelligence says it will grow the fastest amongst digital options, going over $32.6 billion in 2018 with social leading the way. eMarketer thinks mobile ad spend will surpass desktop PC advertising by 2016, then TV advertising by 2018, with Facebook controlling at least 71% of the mobile ad market.
Today businesses need a strategic social paid, owned and earned strategy – and it needs to be a mobile-first strategy. Do you forget about desktop/laptop usage? Of course not, you are still reaching and engaging there, but it’s dwindling. Mobile must take priority. The relationships you’re building with your customers on social, using the data they’re handing you via social + other enterprise data, with content served up at a time and place of convenience and high relevance, targeted and amplified with mobile ad options, is the increasingly obvious path to pursue.
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