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Past Lithys

Past Lithys
Check out Lithy entries from previous years.
Company: Optus Contact: Karen Le (Community Manager) Community: My Optus Community Lithy category: Social ROI Titan   As Australia's second largest Telecommunication provider, Optus is in the business of connecting people. We offer a ... See more...
Company: Optus Contact: Karen Le (Community Manager) Community: My Optus Community Lithy category: Social ROI Titan   As Australia's second largest Telecommunication provider, Optus is in the business of connecting people. We offer a broad range of communications services including mobile, telephony, internet, business network services, satellite services and subscription television to over ten million customers every day.   While we are a company that is focused on enabling homes and businesses with technology and entertainment, our vision is to lead Australia in providing outstanding customer experience.   Like many companies, the provision of customer service through traditional channels contributes to a significant proportion of our operational cost base. In parallel, we continue to see an ever increasing appetite from our customers to engage with us through digital channels - most notably, live chat and social media, with both achieving double digit growth in the preceding year. While these channels offer operational efficiencies over voice and retail channels, channel switching customers alone would not enable the organisation to achieve our cost reduction objectives. Optus is a Total Community customer, leveraging the Lithium Community Platform, Lithium Social Web and Social Media Analytics products.   Our 2015 goals for community and LSW Optus implemented a Lithium powered community in early 2012. After the hard yards of community establishment were carried out, the focus on fully leveraging the asset was lost, resulting in stagnation and faltering interest from it’s 20,000 members. The development of this year’s overarching Customer Service Strategy was firmly rooted in digital with the dual purpose of meeting the shift in customer expectation and reducing support costs. The underutilization of community based customer support was recognized as a key area of opportunity. The resulting business objective was to actively utilize My Optus Community to deflect an incremental 350,000 calls from the call center during FY16 (March ’15 to April ‘16). In doing so, we would not only achieve in year financial benefits, but re-invigorate an asset and truly unlock the potential of peer-to-peer customer support.   In parallel, we also embarked on an ambitious goal of extending our best in class social response into the relatively unchartered territory of targeting apathetic competitor customers through active listening and considered engagement to generate sales.   Our focus areas and tactics Community: Our approach to achieving our ambitious cost reduction goals was made up of 3 parts: Secure executive sponsorship: By constructing a narrative around best practice, both within and outside telco, we were able to successfully articulate the size of the opportunity offered through peer to peer support. This proved critical in the removal of barriers that presented themselves around internal positioning of the community as the default support channel as well as securing the resources required to make it a reality. Strategy development: To capitalize on the executive sponsorship required the rapid development of a robust multi-pronged strategy which focused on 3 key pillars to drive call volume reduction, while ensuring that the customer experience was protected. Drive increased traffic to the community Increase the customer reported resolution rate Retain and recognize community participation     Investment in people: The execution of the plan required the establishment of small team of experienced community practitioners, that we capable of bringing the plan to life. This included a mix of internal staff with exceptional networks and external hires. The team was kept intentionally small (3 FTE) and dedicated to the delivery of the operational plan that was generated out of the strategy. This proved to be the single most important investment that we’ve made.   Social Response (LSW) By augmenting the existing service based response team with skilled sales agents, we set out to create the right processes, deploy the right technology and hire the right people. The team had to be highly visible both internally and externally and most importantly we wanted to enhance the customer experience in the new Optus brand.   To do this, the aim of the team is to respond to any post where an opportunity for a sale is clear in either of the following instances: When a prospect mentions @Optus or Optus in conversation and expresses an interest in taking a new product/service When a prospect indirectly references a competitor and expresses an interest in taking a new product/service   When any of the above references are made in the social space these are seen as clear opportunities (cries for help) to initiate a sales conversation. LSW makes the routing and prioritization of these instances to allow the team to engage immediately (within 30 min) with the prospect responding directly to their post. We utilize the Social profile to engage in a personalized, fun manner ensuring that we offer the customer a compelling reason to respond and engage. The results Community The combination of executive support, solid strategy and a focused team has delivered an outstanding set of outcomes for My Optus Community.   Listen to what the VP of Customer Service has to say about the results and the impact they’ve had on the organisation’s performance.       Increased Traffic and visitation:  We have seen a 107% increase in traffic to the community over the course of the past 12 months, which has been driven through a number of key initiatives. This has included the inclusion of contextually relevant widgets that surface community conversation through the optus.com.au website, inclusion of strong CTA’s on all electronic communication, but most importantly we’ve made the significant cultural change to position to community as THE default support channel for our Go To Market programs. For example when Optus launched a new mobile App in September, WiFi Talk (gives customers with limited indoor mobile coverage can use the app to make and receive calls over a WiFi connection), My Optus Community was used as the primary support channel and for the very first time all the customer broadcast communications directed customers to My Optus Community with a blog post with all of the key details. Over 67,000 people viewed the post and resulted in 230 comments on the thread, yet only 20 support calls logged about WiFi Talk issues. This has been successfully replicated a number of times since with equal success and is now considered BAU practice. WiFi Talk Launch   An extension of our online integration strategy has been to develop campaign landing pages directly within the community, giving customers the opportunity to directly ask questions, comment and respond directly. These questions are work flowed into to LSW where moderators are able to respond where required. This has worked so well the Pre- Paid team have made the community landing page part of the customer on-boarding journey, allowing all new Pre-Paid customers ask questions at the time of setup in a seamless experience. Pre-Paid Welcome Hub In June of 2015 we launched the My Optus Community Blog, which has played an important role in our content marketing strategy and has been an excellent vehicle for the discovery of community content. Since launch, we have maintained a steady rhythm of content production with over 125 articles published, which have received over 500,000 page views and contribute a significant proportion of search referrals.   My Optus Community Blog We’ve acknowledged the trend of needing support on-the-go by making My Optus Community the first fully responsive community in Australia, ensuring that members have the same experience across all of their devices. This has resulted in a jump from 510K mobile visits last financial year to 1.3 million this year. Today over 50% of our traffic is generated by mobile devices. Resolution Rate:  In a world first, we customized the way that the Tribal Knowledgebase (TKB) module is traditionally used to change the way articles are created and published. In doing so, we give community members the control to identify support content they want and think other members might need, allowing us to scale the volume of content available. Wiki articles can be nominated by the community, who can also make updates to the content, giving them power to help other members. Since we launched this module in September, 63 articles have been authored and received over 26,000 views.  My Optus Community Wiki This combined with prioritised routing of unanswered posts into the social media team through LSW has seen the customer reported resolution rate increase from 9% to 37%   Retain & Recognise:  The implementation of a formalised Super User program and the implementation of Premium Gamification has seen the contributions made from our super users increase by almost 300% year on year. This translates to almost 1,500 hours being spent in the community by our top 5 users. The program runs on a 6 month cycle, is built on deep personal relationships (that extends into the ‘real’ world) and actively recruits users from other communities based on a set of attributes.   The execution of our strategy in combination with attentive and responsive community management has seen us exceed the 350,000 incremental call reduction target by more almost 60%, delivering a 230% increase on Opex saving. And this is just the beginning…     Social Response (LSW):  The social service team been consistently recognized as the #1 Socially Devoted brand in Australia by Social Bakers for the past 4 quarters. We also received a top 10 global award in Q1 2015. The introduction of a sales capability into the response team has yielded some very encouraging early results. We have engaged almost 5,000 prospects over the course of the last year through intensive social listening. We have seen a staggering 89% engagement rate. Of those who did engage, we saw a 13% sales conversion which has contributed more than $400K of annualized revenue to the business. While the volumes remain relatively small, the performance of social as a prospecting channel significantly exceeds many of our traditional telesales cross sell campaigns.  
Company: Vodafone  Turkey Entry submitted by:  Fahrünnisa Bilgin (FahrunnisaB)  Online Product Specialist - CMS & Social Media     Community:  Vodafone Forum  (forum.vodafone.com.tr ) Lithy category: Marketing Champion   Vodafone rev... See more...
Company: Vodafone  Turkey Entry submitted by:  Fahrünnisa Bilgin (FahrunnisaB)  Online Product Specialist - CMS & Social Media     Community:  Vodafone Forum  (forum.vodafone.com.tr ) Lithy category: Marketing Champion   Vodafone revolutionized digital transformation in the Turkish telecommunication market. With a market share of %33,9 (Feb'15) Vodafone Turkey is in use of innovative online technologies and social media to service the special needs of Turkish mobile customers. Vodafone Forum launched in March 2012, as Turkey's first open discussion platform among competition is representing Vodafone Turkey with customer care on social media. Today Vodafone Forum is used as a marketing and support platform, increasing engagement of users through super user cultivation and brand advocacy.      Vodafone's super users speak up to the customer   Vodafone Turkey's  marketing strategy in social media is to increase the engagement rate and use a humanized tone of voice in customer care. Lithium is playing a decisive role in adapting a super user program for brand advocacy. We have started super user cultivation in Vodafone Forum as of 2012 and gained our first super users through several strategies alligned with brand & marketing teams within the company. We have several super users creating thousands of comments and spending many days online. They provide valuable content and share their expertise on Vodafone products and high-tech devices. Most importantly they are representing Vodafone brand and answering questions of Vodafone customers and non-customers. Super users are referring Vodafone products to non-customers, convince people of Vodafone's innovative products and convert them to Vodafone customers.        Our marketing campaign   Super Users meet CEO   We have organized a program called “Kings of the Vodafone Forum” with our internal stakeholders brand advocates in Vodafone headquarters. All of the members joined have met with each other, presented their ideas and tested the brand new version of Vodafone Forum, as well as the initial launch of mobile Vodafone Forum. In the afternoon super users had a chance to meet and greet with our high level managers (Including CEO of Vodafone Turkey!). At the end of the day they enjoyed a dinner on the rooftop with a great view of Istanbul Bosporus.         Vodafone Forum Super User activation   As Vodafone Turkey we have divided our super user cultivation activities with segmented communication strategies. Last year we  measured active employees on Forum and checked the awareness of the community, it was only 6% of the company.   Firstly an internal e-mail bulletin has been designed for raising awareness, themed as "What's going on in Vodafone Forum". It is highlighting 2 major issues about customer experience and appreciating active employees of the week sent to C-level directors perıodically. The sense of being appreciated and of competition is quickly spread with WOM in the company and started to gain organic user growth. Another recruitment is held on company orientation program, one the greatest moments for fresh minds and open ideas. Almost all newcomers are becoming a member, they are very active about products and services.   In April 14' we have celebrated the 2 nd anniversary of Vodafone Forum with a promotion campaign. In order to take benefit of the promotion, you had to be a member of  Vodafone Forum  already or  quickly subscribed at the Forum desk using Vodafone branded tablets in our headquarter.   Campaign results   This campaign had very positive effects and we have gained more than 300 employees just in 2 days!      Heroes of Vodafone Forum   Following Super user activation in Vodafone Forum, the average time spent and number of comments posted by super users has doubled. With the employee activation program, Vodafone Turkey has gained more than 300 employees and 15 of them are candidated to become a hero member on Forum. Later on we have cultivated these users with e-mails and instructions, in order to keep them active and let them a Vodafone hero in the community.        
Company: Vodafone  Turkey Entry submitted by:  Fahrünnisa Bilgin (FahrunnisaB)  Online Product Specialist - CMS & Social Media     Community:  Vodafone Forum  (forum.vodafone.com.tr ) Lithy category: Excellence in Customer Satisfaction ... See more...
Company: Vodafone  Turkey Entry submitted by:  Fahrünnisa Bilgin (FahrunnisaB)  Online Product Specialist - CMS & Social Media     Community:  Vodafone Forum  (forum.vodafone.com.tr ) Lithy category: Excellence in Customer Satisfaction   Vodafone revolutionized digital transformation in the Turkish telecommunication market. With a market share of %33,9 (Feb'15) Vodafone Turkey is in use of innovative online technologies and social media to service the special needs of Turkish mobile customers. Vodafone Forum launched in March 2012, as Turkey's first open discussion platform among competition is representing Vodafone Turkey with customer care on social media. Today Vodafone Forum is used as a marketing and support platform, increasing engagement of users through super user cultivation and brand advocacy.        Our 2014 customer satisfaction initiatives   At Vodafone Turkey, we take customer care to heart   Vodafone Turkey has a proactive approach in social media to collect customer insight. We have improved our success model, based on one-to-one customer care; where people receive answers from their personal moderators and super users. With these initiatives customers are getting a unique online experience since launch of Forum in 2012.      In 2014 we have listened to our super users and established new areas in Forum. We have created new discusission opportunities inside of boards for Vodafone Turkey's youth segment named "Vodafone Freezone" and "Vodafone Arena", which came through a partnership of Vodafone with the turkish soccer team Beşiktaş JK.   Our moderators are engaging users continuously, we have contests to drive user activities, where we awarded winners with high-tech devices such as tablets and 3g modems.   We have established a buddy programme in Vodafone Forum where we continue to guide people after problem resolution and provide feedback. In this way, Vodafone enables people to get in touch with each other and Vodafone Forum  has excellent reputation with 80 K + registered users, 500 K + unique visitors and 1.2 M + pageviews monthly.       The issue that we were looking to solve with Lithium   We respect our customers and listen to their wishes   It was the most interesting case when one of our Forum users contacted us about a tariff change, which could be done only in one of our Vodafone Shops. The problem was that the user was disabled, our moderators tried to help online, but we came to know that the user was not able to get out of his house. It was clear for us, that we needed take one step more for getting this issue resolved. That's why our community admin has got in contact with the members of our sales & support team and we managed a meeting with the user and took a trip to his flat in the asian side of Istanbul. The tariff change was recorded in our documents and the case was resolved onsite. It was an amazing success story, which has been celebrated by our customer operation manager. Social media team is still chatting with this user from time to time.     Our results   We believe that everybody has the right to use the latest technology   The VF Forum team has come up with a new concept: reserving a special device stock and sending the device and desired accesories to the Vodafone Shop for customer pick-up. This method of delivery has great appeal to customers in rural areas who typically are not able to choose from a wide variety of devices. With Lithium's community platform,we communicated the complete device delivery process. This contributed to an increase in Vodafone Forum's eNPS score in a year with 29 points from -6 to +22.    
Company: Telkom SA Ltd Entry submitted by: Adam Wesson (Operational Manager) Community: Telkom Community Lithy Category: Community Design of the Year   Telkom SA Ltd was founded on 1 October 1991 and today is Africa’s largest provider ... See more...
Company: Telkom SA Ltd Entry submitted by: Adam Wesson (Operational Manager) Community: Telkom Community Lithy Category: Community Design of the Year   Telkom SA Ltd was founded on 1 October 1991 and today is Africa’s largest provider of fixed telephone services, operating in the Fixed and Mobile voice and data space. It is our vision to lead in the converged ICT market through deep and credible relationships and a distinctive customer experience.   Our community goals      The Telkom Community isn't just a place where customers can help themselves, it's a very real manifestation and important part of our business turnaround strategy from a reactive, closed-off organization to a customer-first, proactive company.     The Telkom Community has been a critical component of our brand strategy, which aims to win hearts and minds and drive customer trial. Our Community's ultimate goal is to connect with users who have a service challenge, and to provide a place where other Telkom customers can quickly and efficiently resolve their issues. The Community has solved thousands of users' problems, reducing the load on our call centre, improving our digital NPS, making us more operationally efficient, and making us as a company more responsive to our users' service needs. The Telkom Community is making a meaningful, measurable contribution to changing perceptions of Telkom for the better.   The design elements make our community unique and stand out from the rest     The Telkom Community makes use of a fresh, funky design developed from the primary Telkom CI, but specifically adapted for the Community. A gregarious illustrative style, clear, accessible iconography and a full, saturated colour palette make for a Community that's bold, outgoing and friendly. This differentiates the Telkom Community from other communities as having a warm, unreservedly approachable personality, consistent with our aim of winning our customers' trust. The design goal for the Telkom Community was to evoke a strong emotionalresponse through delightful visuals and a helpful experience.   We achieved this in 3 ways:   1. Organising the information       2. Visualising progress & reward     How we showed growth related to Badges and Ranking.   Icons showing gamification progression   Fun designs for Avatars   3. Guiding the user to a solution   How we  executed our community design   The design goal for the Telkom Community was to evoke a strong emotional response through delightful visuals and design flourishes. To reposition the brand as being customer-first, the design goal was to create a "Smile in the mind" in the users' minds. In order to achieve this, the Telkom Digital Marketing team worked with the Lithium team to leverage their in-depth knowledge of community management, and tapped the expertise of our digital agency for insights into user behaviour and design thinking.   Below you can see how we have used the Community Hero banner to bring in the marketing themes from our corporate website to create a unified design theme.   Use of ‘Usain Bolt’ add campaign artwork in the Community Hero Banner.   Our results   We launched our Community on 27 November 2015 and in the next 5 months, we have notched up a staggering 624460 Page Views from a total of 186195 visits. In total, 151000 unique visitors have already come to see what our Community is all about.     In 5 months, we have surpassed 4000 member registrations.   SEO for the site has ranked our Community #1 on Google Search when searching for “Telkom Community”.
Company: Vodafone  Turkey Entry submitted by:  Fahrünnisa Bilgin (FahrunnisaB)  Online Product Specialist - CMS & Social Media     Community:  Vodafone Forum  (forum.vodafone.com.tr ) Lithy category: Support Savings MVP   Vodafone ... See more...
Company: Vodafone  Turkey Entry submitted by:  Fahrünnisa Bilgin (FahrunnisaB)  Online Product Specialist - CMS & Social Media     Community:  Vodafone Forum  (forum.vodafone.com.tr ) Lithy category: Support Savings MVP   Vodafone revolutionized digital transformation in the Turkish telecommunication market. With a market share of %33,9 (Feb'15) Vodafone Turkey is in use of innovative online technologies and social media to service the special needs of Turkish mobile customers. Vodafone Forum launched in March 2012, as Turkey's first open discussion platform among competition is representing Vodafone Turkey with customer care on social media. Today Vodafone Forum is used as a marketing and support platform, increasing engagement of users through super user cultivation and brand advocacy.      Vodafone Forum is the “go-to” place for products and services, campaigns, apps, network coverage with peer-to-peer communication… providing a new channel for feedback and exchange between VF customers, customer operations, marketing and product teams. Our vision is to reach customers online and achieve first hand resolution. Vodafone Forum's business model contributes to reducing call centre costs by deflecting calls, decreasing response times and increasing user generated content.   With Vodafone Forum, we are reaching out to more than 600 K visitors, deflecting an average of 150 K calls monthly, making huge savings of more than 250 K USD annually.     We are saving response time with a moderation team of 12 dedicated people and 2 admins. We have got 12 super users, as customers with a certain knowledge; willing to help others, loving to spend time on Vodafone Forum. Most of them are helping users in  their leisure times. Our company is counting on them in cooperating with them for resolving customer needs.   Meet HamdullahH Hamdullah is Vodafone Forum's indispensable superuser, employed as store manager at the Vodafone Shop franchise in Bingöl. He's almost working as a full time moderator. He has got 5.251 kudos, 5.648 posts, 444 solutions. He says about himself:"When I'm driving the car I keep responding to posts during red light." HamdullahH is the happiest user about mobile forum.   Meet ZeynepK  ZeynepK was working at the Vodafone Shop franchise, she used to respond to posts in Vodafone Forum as daily routine. Vodafone Forum team was looking for a new team member, when ZeynepK was looking for an opportunity in social media, now she is employed in Vodafone Forum responding team.   Meet SeckinK SeckinK is a university student, his first Vodafone Forum post was a deep criticism about network performance. He later became a voluenteer of Forum when the social media team sent network people to his residence to solve the issue. Meanwhile SeckinK has gained expertise on devices, he's broadcasting videos on devices and Vodafone services. See SeckinK's latest video on Sony Xperia Z3.     Transferring support savings to e-commerce activities   The time and help amount realized by our superusers has an impact of 5 support agents which makes cost reduction up to 70 K USD annually. We had the choice to use these savings in marketing campaigns to boost e-commerce activities.    Our business results    Vodafone Forum has more than doubled its objectives in 3 years… - attracting 80 K + users (versus goal of 50 K) - 500 K + visitors per month (versus goal of 250 K) - we have achieved twice as much call deflection than our target estimations  - annually 250 K USD call deflection savings (versus goal of 150 K)   The results of the quality-based community growth strategy have made Vodafone Turkey the fastest-growing Forum in Vodafone Group’s 21 countries.        
Company: Optus Contact: Karen Le (Community Manager) Community: My Optus Community Lithy category: Support Savings MVP   As Australia's second largest Telecommunication provider, Optus is in the business of connecting people. We offer ... See more...
Company: Optus Contact: Karen Le (Community Manager) Community: My Optus Community Lithy category: Support Savings MVP   As Australia's second largest Telecommunication provider, Optus is in the business of connecting people. We offer a broad range of communications services including mobile, telephony, internet, business network services, satellite services and subscription television to over ten million customers every day.   While we are a company that is focused on enabling homes and businesses with technology and entertainment, our vision is to lead Australia in outstanding customer experience.   How community meets our customer care business goals   Like many companies, the provision of customer service through traditional channels contributes to a significant proportion of our operational cost base. This year, our overarching Customer Service Strategy has been firmly rooted in digital with the dual purpose of meeting the shift in customer preference and reducing support costs. The under-utilisation of community based customer support was recognised as a key area of opportunity. The resulting business objective was to actively drive My Optus Community to deflect an incremental 350,000 calls from the call centre during FY16 (March ’15 to April ‘16). What we actually achieved was an incremental 500,000+ calls. There were a number of key initiatives that were implemented in order to achieve these goals;   Integration of Community within our digital assets   This focused on the inclusion of contextually relevant widgets that surface community conversation on the optus.com.au website, including the homepage, help & support, product and sales pages. Strong community CTA’s were on all electronic communications and a further extension of our online integration strategy has been to develop campaign landing pages directly within the community; giving customers the opportunity to directly ask questions, comment and respond directly. These questions are work flowed into to LSW where moderators are able to respond where required. This has worked so well that the Pre- Paid team have made the community landing page part of the customer on-boarding journey, allowing all new Pre-Paid customers ask questions at the time of setup to provide a seamless experience. Pre-Paid Welcome Hub   Default support channel within our Go to Market Programs   One of the most significant cultural changes was to position to community as THE default support channel for our Go To Market programs. When Optus launched a new mobile App in September, WiFi Talk (gives customers with limited indoor mobile coverage can use the app to make and receive calls over a WiFi connection), My Optus Community was used as the primary support channel and for the very first time all the customer broadcast communications directed customers to a blog post in My Optus Community with all of the key details. Over 67,000 people viewed the post, resulting in 230 comments. This was so effective that only 20 support calls were logged about WiFi Talk issues each week since it launched. This has been successfully replicated a number of times since with equal success and is now considered BAU practice. WiFi Talk Launch   Australia’s First Responsive Community   We’ve acknowledged the trend of needing support on-the-go by making My Optus Community the first fully responsive community in Australia, ensuring that members have the same experience across all of their devices. This has resulted in a jump from 510K mobile visits last financial year to 1.3 million this year. Today over 50% of our traffic is generated by mobile devices.   Driving traffic and informing customers through the Optus Blog   In June of 2015 we launched the My Optus Community Blog, which has played an important role in our content marketing strategy and has been an excellent vehicle for the discovery of community content. Since launch, we have maintained a steady rhythm of content production with over 125 articles published, which have received over 500,000 page views and contribute a significant proportion of search referrals.   My Optus Community Blog   Improving the Resolution Rate   In a world first, we customised the way that the Tribal Knowledgebase (TKB) module is traditionally used to change the way articles are created and published. In doing so, we give community members the control to identify support content they want and think other members might need, allowing us to scale through crowd sourcing. Threads can be nominated as Wiki articles by the community, who can also make updates to the content, giving them power to help other members. Since we launched this module in September, 63 articles have been authored and received over 26,000 views. My Optus Community Wiki   This combined with prioritised routing of unanswered posts into the social media team through LSW has seen the customer reported resolution rate increase from 9% to 37%.   Retaining & recognising our members   The implementation of a formalised Super User program and the introduction of Premium Gamification has seen the contributions made from our super users increase by almost 300% year on year. This translates to almost 1,500 hours being spent in the community by our top 5 users. The program runs on a 6 month cycle, is built on deep personal relationships (that extends into the ‘real’ world) and actively recruits users from other communities based on a set of attributes.   The execution of our strategy in combination with attentive and responsive community management has seen us exceed the 350,000 incremental call reduction target by more almost 60%, delivering a 230% increase on Opex saving.   Cost reductions from our community   The organisation’s business objective was to actively utilise My Optus Community to deflect an incremental 350,000 calls from the call centre. These call reduction projections are used to plan for our voice channel workforce. The number of actual calls are recorded and tracked against the projection figures ensure that capacity planning and headcount is accurate and adjustments are made accordingly, and due to these reduced volumes we are able to incrementally increase capacity when unforeseen issues arise.   Also, through the increased participation by members there a reduction in the reliance on Optus moderators to input into the discussion by 40% in comparison to the previous financial year, meaning we were able to handle an 82% increase in engagement volume across social with minimal increase in resource (4 FTE).   Our results   The combination of executive support, solid strategy and a focused team has delivered an outstanding set of outcomes for My Optus Community including an incremental reduction of over 500,000 calls delivering 230% increase on Opex savings. There has been a considerable impact, not only on the number of calls reduced but in the way we organise and plan our headcount and workforce. This has meant we’ve been able to provide more support to customers when they need us as well as a significant reduction in our operational expenditure.   Listen to what the VP of Customer Service has to say about the results and the impact they’ve had on the organisation’s performance.    
Company: Leroy Merlin Espańa Entry submitted by:  Francisco Campos Dominguez ( PacoCampos ) Social Media Manager Community: Comunidad Leroy Merlin Lithy Category:  Total Community All Star   Leroy Merlin is the home improvement leader... See more...
Company: Leroy Merlin Espańa Entry submitted by:  Francisco Campos Dominguez ( PacoCampos ) Social Media Manager Community: Comunidad Leroy Merlin Lithy Category:  Total Community All Star   Leroy Merlin is the home improvement leader with +60 stores and has been in Spain for the last 25 years. Part of the ADEO Group, Leroy Merlin is the European home improvement retail leader.   The company culture of sharing, co-constructing and co-directing, is in the DNA of each "collaborator" and therefore Leroy Merlin Spain is a “community” in itself.   The Community: The heart of social evolution   The strategy was to "truly be social and not just seem social.”  This means that each "partner" should know the opportunities and concerns that the new environment poses in the company’s "mission" and every individual in the company is responsible to seize it. The option of trying to “seem social” in all the social activity in the marketing department was discarded.   Beyond our objectives with Total Community, you will find the promotion and support between clients encouraging self-learning DIY, decoration, etc. These existing activities provide the best user experience for our customers but also a relief in the workload of our employees in the brick and mortar stores.    On the other hand, we obtained an increase in sales both indirectly in stores through workshops, tips/ideas shown in Bricopedia (Wikitips), and the Project Gallery. In addition, people can directly purchase in the online store by gathering all the materials required directly from the shared project in the community.   Finally, we achieve a greater commitment from our employees. They are getting to know the customers and their needs and discovering customers with a very high commitment when responding to complex questions, technical issues, or questions requiring advanced knowledge.    Benefits of a Total Community A Lithium community and LSW are very important to our social strategy of providing customers. LSW enables seamless engagement with our customers, allowing us to respond to their support requests on Facebook, Twitter, Instragram and our community that help us as source of relevant content creating sinergies between our social channels. In the community you can buy some projects in one click.  The UGC is integrated in Newsletters, brochures and guides welcome you to interact, visiting the webpage, participating in workshops or sharing your passion about homes in the community. Too, the best projects become the protagonist in the most popular TV program in the country.    Social networks and Community build the "Social Ecosystem Leroy Merlin" with more that 3MM followers: + 720.000 Followers in Facebook +65.000 Followers in twitter +63.000 suscriptors in youtube +12.000 followers in pinterest and instagram. +2MM users uniques in the Community 32% Blogs 21% Forum 27% Projects (Ideas) 18% Bricopedias (TKB)     To measure the success of the Community, Leroy Merlin focused on 3 main KPIs:  +2MM Number of visits: Whenever a client resolves a question by visiting the Community, the company saves hours of customer service in stores, improves brand image and increases commercial potential +23.000  Number of content generated: Whenever members of the Community generate content for free, the company saves the cost of producing marketing/corporate materials +20.000Number of visits to the store: Every time the Community drives a customer to visit the online store a sales opportunity is generated     You cant see it, but you can perceive that it is a company that listens its clients, that tries to help them and that wants to improve every day.    
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Company: Telstra  Entry submitted by:  Yannick Pierre (Yannick_P )  Crowd, Help & Support Lead  Community:  Telstra CrowdSupport (http://crowdsupport.telstra.com.au/ ) Lithy category: Total Community All Star   Telstra is Australia’s... See more...
Company: Telstra  Entry submitted by:  Yannick Pierre (Yannick_P )  Crowd, Help & Support Lead  Community:  Telstra CrowdSupport (http://crowdsupport.telstra.com.au/ ) Lithy category: Total Community All Star   Telstra is Australia’s largest Telecommunications Company and for over a hundred years we have connected Aussies with each other and the rest of the world.   At Telstra we seek to connect and engage people, our customers and employees. Our digital transformation starts with people, not technology.   Both customers and employees engage digitally with Telstra every day – at scale, seeking to have their questions answered or problems resolved – and share their experiences with our products and the rapidly changing technology landscape. Increasingly, our customers expect and deserve the same level of authenticity from interactions in digital environments as they have traditionally been offered in the offline world.   Telstra has leveraged Lithium Products & Services to build an entire digital eco-system that transcends incumbent boundaries of segment, device, employee and customer.   Building upon our award winning customer community  CrowdSupport® - we have extended our digital eco-system unabated to deliver employee collaboration, real-time omni-channel dialogue, complete visibility and measurement in social and a step change in customer help and support.   CrowdSupport® Through our CrowdSupport community customers can receive quick and reliable responses to questions from community members – both customers and Telstra employees. The contribution from our community members is the difference between ‘good’ and ‘great’ – we recognise community members’ contribution with ‘meet-up’ events and exclusive access to products and services in addition to the established ‘gamification’ model.   Store Locator & Community – Unlocking Omni-Channel We’ve deployed a single search platform to enable real-time customer feedback and discussion for Telstra’s store network nationally. Team members in store can now directly connect digitally with their customers, helping to create an omni-channel presence.   Telstra Wi-Fi®  – a community of Wi-Fi Telstra is creating Australia’s largest Wi-Fi network.  Through the CrowdSupport community customers can locate their nearest hotspot, provide feedback and discuss tips and techniques at an individual access point level. Telstra has over 1,100 hotspots nationwide and over 1 million devices have connected to the network.   CrowdSupport Live – Taking community real-time We have taken our community connection real-time with an integrated capability between CrowdSupport (Lithium) and CrowdSupport Live (Needle). Our community members are now able to sign up to conduct live chat sessions directly with other customers considering the purchase of new mobile handsets – this has delivered 4000+ chats year to date with great positive feedback.   Klout Integration– A global first We have successfully integrated Klout into our CrowdSupport community – providing the next wave of gamification and customer value exchange for our community members.       Telstra’s In:sight community, powered by Lithium, is an enterprise community delivering premium access to the latest business thinking, technology, trends and exclusive events. There are now 2000+ registered members and our account executives are connecting in digital communities complementing a traditional face to face or telephone relationship model.   Peer Support In May 2014, we launched our Peer Support community, which enables our digital and telephone centre teams to connect and share their knowledge and experience. We have thousands of employees actively using the community. PeerSupport has enabled Telstra to connect the knowledge of our digital and telephone centres in a way the company has never previously achieved. Employees are able to find information faster and the collaborative nature is delivering informative and timely updates.   A step change in Customer Help & Support Telstra re-platformed our entire Customer Help & Support onto Lithium in 2015. Customers are now able to seamlessly connect company authored content (i.e. the ‘official source’) with community generated content. Through the power of the community customer feedback drives the creation of high value content – to date we have received over 12,000 content recommendations from our customers. This provides a great balance for our customers across a wide array of the trust and adoption curve.   Digital Customer Care – Total visibility On the back of a large-scale rollout of Lithium Social Web in May 2013 Telstra’s 24x7 Digital Customer Care Team have completely embraced the plethora of benefits LSW offers our customers and employees. With rapid onboarding, flexible working, easy access to help and support content, automation, total visibility and measurement– we are operating like a Swiss clock in the rapidly changing social media landscape.   Figure 1: The ‘proof points’ for offering a dedicated internal employee community   Figure 2: Growing our digital eco-system sees growth in the anchor tenants too   Lithium Social Web – the game changer   April 17, 2013 was the day Telstra launched Lithium Social Web (LSW) and transformed our customer’s service experience in social. The seamless workflow, simplistic user experience, social integration, prioritisation and immediacy saw expediential improvement to our customer’s digital service experience.   Pre-Lithium, Telstra manually tracked customer posts and replies via spreadsheets. This was, of course, not sustainable. A solution was needed to handle the immense growth of digital connections in social.   Adoption of the Lithium Social Web was the right solution.   Our digital customer care experienced has improved in six main areas:   Figure 3: The impact of Lithium Social Web on Telstra Digital Customer Care   LSW allows Telstra to provide authentic high quality customer service, create thriving digital communities and foster an internal self service culture.   What’s next?   We have made considerable progress on our digital journey – we must continue at pace as our customers’ expectations increase in a world gone digital.   At Telstra, we believe that in the next five years   5G will be standardised Networks will be optimised for traffic against specific services and media types Consumer devices will be dominant, but small devices for data sensing and processing will make up a significant percentage of mobile and Internet traffic. Telecom and other industries will be more platform shaped, with data becoming as important as products. The world will be faster, and more connected with a billion more participants in the global economy   For our digital eco-system and our communities we will continue at the pace our customers expect and we will deliver:   LinkedIn integration for business. Considering two new users join LinkedIn every second , it is central to the digital life of businesses, and we are implementing a system where users can login and register with Telstra through their LinkedIn profile.   Achieve a unified social ecosystem, integrating with the core enterprise social platform, to drive a self service culture.   Provide employees with the ability to access a greater repository of knowledge and address issues in real time.   In closing....   Telstra is over 100 years old and is now empowering customers and employees by democratising customer service through rich community peer to peer service.   We are increasing our investment in our digital service for customers through our multiyear Digital First program. This will give our customers even greater control of their accounts and services, technical appointments and support options   We are working to achieve an even more unified digital customer ecosystem through leveraging a wide range of Lithium’s products and services, as we continue our journey to deliver a brilliant connected future for our customers and Telstra.     Appendix: Telstra communities      
Company: XL Axiata  Entry submitted by: Yudhistira (yudis) Manager- Digital Community Community: Xplor Forum (http://xplor.xl.co.id)   Lithy category: Total Community All Star   XL Axiata (XL) is one of Indonesia largest mobile telco c... See more...
Company: XL Axiata  Entry submitted by: Yudhistira (yudis) Manager- Digital Community Community: Xplor Forum (http://xplor.xl.co.id)   Lithy category: Total Community All Star   XL Axiata (XL) is one of Indonesia largest mobile telco company with more than 45 million active customers which majorly prepaid and high growth on mobile data service penetration. Running 2 brands; XL which focus on digital-life segment and AXIS which focus on cost-conscious segment. We are well-known as always one step ahead the competition through our breakthrough in customer-centric products and services. Our brand promise is to fulfilling our customer’s potential by empowering them to access and explore what's important to them through mobile internet, with XL : Now, You Can!   Social Customer Experience (SCX) is the key success factor for consumer brands in Indonesia. Indonesia is always in the world’s top-5 in terms of social media user and activities. Conversations about brands are happening anytime, anywhere – making customer reference more trusted than advertising.   XL Axiata takes this seriously. We developed our social channels since 2010, and today we have scored remarkable achievements in Indonesia's social media space; our brand-focused social media channels (XL 123 and XL Rame) have more than 5 million in follower base, and our customer care-focused twitter (XL Care) has reached 5 million monthly impressions. But, we have 3 fundamental problems to be solved: Our Brand-focused channels have a very wide audience base but low engagement On the other side, our Care-focused has a smaller audience but a lot deeper engagement People always want to contribute in any way (good or bad), there is an opportunity to convert their contribution to become useful for other people by creating a mechanism called customers help customers   The Lithium-powered community can solve these problems by synergizing the advantages and enabling us to bring our SCX to the next level: Powering our social channels with the best tools available, and Build our own community platform to get the most contribution from our social channels (big audience with deep engagement)   We began by taking a look at the world’s best NPS for Telco: GiffGaff. The story has inspired us to learn their method, understand their success, and what enables them to do so.   We want the best solution to achieve our objective. Therefore, we compared Lithium with other 8 world-class candidates. After one year of a comprehensive process, we came to a final decision to implement a Lithium-powered Community and Lithium Social Web as the best solution to our needs and strategic objectives.   Benefits of a Total Community   Developing a Lithium-powered community and implementing LSW at the same time has redefined our digital strategy in managing customer engagement, optimizing team performance, and improving overall customer experience journey.   Our strategy is Omnichannel Customer Engagement. The journey starts from wherever our customer wants: website, social media, instant messaging apps, self-help apps, service centers, call center or physical experience center. After they get what they need (inquiry, purchase, campaign respond, customer support, etc.), then we direct them to get a better experience and wider engagement with our community members on our integrated digital community platform.   Furthermore, to provide an end to end community experience and to create closer engagement between community members, we frequently initiated offline events; either XL-hosted or Community-hosted. We use our Digital Lifestyle Experience Physical Center (Xplor) or places that meet their interests to held the events. This strategy positions Xplor Forum as the first online & offline community in Indonesia.     Meanwhile, LSW has solved our issues around experience & engagement across social media channels. Previously, we used various tools to perform different tasks i.e. identify prioritization, distribute to agents in order to respond the conversations, following up with CRM tools, run scheduled campaigns, monitoring sentiments and other activities we need to focus on. Now, it is all powerfully done through LSW, seamlessly: Easier for our agents to deal with customer problem and provide greater customer experience Team performance can be monitored in real-time by superiors And the most important thing, LSW has created direct impact to what our customer feels: Faster response Better engagement resulting from real time customer insight and interaction history Richer response through sharing from other customer’s experience (customers help customers)   LSW has met all our objectives to provide the easiest, reliable, and engaging social customer experience through digital channels.     Our Total Community results   We just launched Xplor Forum community publicly on April 9, 2015.   (Caption) XL launched Xplor Forum. From left to right: Yudhistira, Manager-Digital Community -- Rashad Javier Sanchez, Chief Brand and Customer Experience Officer -- Noviyus Kurniawan, VP-Customer Experience Management   (Caption) Grand launching is covered by more than 50 national media press, including 2 national TVs.   Although we don't have many metrics to share right now, there are a few outcomes that bring us much optimism. Here are signs that we are off to a good start: Achieved score 100 out of 100 in Google user experience index for our mobile site. Which is more than 80% of our traffic coming from mobile. Achieved our first 1,000 members resulting from 3 months soft launch to our loyal customers and their social media circles The #1 Google Search Result for keyword “Xplor Forum”, competing with many websites that carry “Xplor” and “Forum” within their names.   Achieved +64 Net Promoter Score. We survey all of our registered members with Net Promoter Score methods with 53% sample take up rate.   Achieved more than 1,000,000 impressions on Twitter resulting from 2 offline events we held. We involved Key Opinion Leaders with social media viral campaign method.
Company: MEO (Portugal Telecom)  Entry submitted by: Hugo Rebelo, Self Care Manager and Vanessa Simão (Vanessa_Simao)  Community: MEO FÓRUM (https://forum.meo.pt/)  Lithy  category: Social ROI Titan   MEO is a fully owned subsidiary o... See more...
Company: MEO (Portugal Telecom)  Entry submitted by: Hugo Rebelo, Self Care Manager and Vanessa Simão (Vanessa_Simao)  Community: MEO FÓRUM (https://forum.meo.pt/)  Lithy  category: Social ROI Titan   MEO is a fully owned subsidiary of PT Portugal, a leading telecommunications and multimedia operator based in Portugal. The company’s activities extend across all telecommunications segments: fixed line, mobile, multimedia, data and business solutions. In the Portuguese market, PT is the leader in all segments it operates, with over 6 million mobile subscribers, 2.5 million wireline voice customers, 1.4 million pay-tv customers and 1.4 million broadband customers. PT is the pioneer and the market leader of convergent services, with a comprehensive offer of 3Play and 4Play bundles. In 2014 domestic business revenues amounted to Eur 2,455 million.    In April 2014 we launched the online community forum.meo.pt (MEO Forum), a user generated knowledge platform aimed at providing first aid care to customers, despite the service, brand or equipment they have, and at the same time promoting brand advocacy.   Integrated in a new digital strategy, where all digital customer touch-points are managed to ensure consistent brand experience and seamless customer journeys, the MEO Forum was launched as a crucial layer of our e-care channels framework.   Since day one we developed the MEO Forum to be fully aligned with the other MEO digital platforms and sites, ensuring the desired consistency and synergies: Common digital brand guidelines Fully integrated within meo.pt site, as the other main digital platforms such as the customer selfcare site, the help and support contents, or the online store Leverage on the single sign on (Login) used by all the MEO sites ecosystem Contribute to traffic and lead generation through strong SEO performance Social media integration with facebook Mobile first strategy to drive user experience and address increasing usage of smartphones   Being such a young community, our main objective was to increase MEO brand credibility and to become our customer’s first choice when searching for online support. We established 3 main goals for the project:   Member acquisition and usage growth During the first 9 monthsof existence, MEO Forum outperformed our estimates across all the relevant metrics: 7.105 members were acquired, generating 20.444 new posts in a total of 662.352 visits Each new topic resulted in 5 new response posts with 12% of them receiving Kudos MEO Forum reached market leadership, overtaking the main competitor’s long established online community, with more than four years of activity (source: webspectator) A comprehensive marketing campaign was implemented to support the project launch. Several communication techniques were used to promote the forum, such as email marketing, banners in our web sites, social media campaigns, as well as a few non digital communication channels.   Additionally, we leveraged on the existing MEO single sign on (a proprietary sign on service with over 2.5 million users) to simplify registration and removing an important barrier to customer adoption and participation.   2. Resolution rate and call deflection   The main purpose of having an online community was to provide good and credible first aid care to customers, in order to improve customer satisfaction and reduce customer care costs with traditional channels.   Since we launched the forum, we are recording a decrease in the percentage of customers who need to use another customer care channel after visiting the forum, either for posting or just browsing for a solution. We call this “Leakage” – in 2014 less than 5% of the MEO Forum visitors had to contact a traditional customer care channel within the following 7 days.   To ensure that the appropriate content is provided to the community to minimize leakage, we have dedicated staff members and moderators with complementary roles. Staff members are there to help customers with personal queries and are the official voice of MEO. Moderators help to moderate the community, controlling members’ behavior, providing support in most of the community questions, and also generating new content.   Technical tutorials created by our moderators and other loyal and more active members, are appreciated by the community and contribute greatly to this decrease. They have high page views numbers and are also used by our technical staff.   3. Customer journeys optimisation and customer listening   As customer journeys are becoming increasingly digital, the number of customers that are firstly searching for help in the internet is growing consistently.   With the launch of MEO Forum, we intended to bridge the gap in our digital presence, providing our customers with a branded and credible online community where they can interact with other members to solve their service queries.   As more and more of these customer journeys begin with a Google search, SEO becomes top priority when it comes to implement good customer experiences. The quality of the content created by the online community and the increasing number of visits is generating more SEO traffic to our MEO website, fueling lead generation and engagement with the brand. As of December 2014, 9% of the meo.pt website SEO traffic was generated by MEO Forum. MEO Forum strategy has been focusing on community listening to better understand our customer needs and provide valuable and timely information to the organization.   Today our help and support team and customer care teams are regularly updating their contents and processes based on insights from the community, which demonstrates how the MEO Forum helping to transform the way we serve our customers, beyond the digital frontier.   ROI   Despite the early stage of development, MEO Forum recorded fast growing adoption and usage metrics. In the last 12 months we had over 900 thousand visitors, which is close to 20% of the Portuguese population with internet access.   Based on the results achieved by the MEO Forum, and considering the outcomes of an online survey we conducted on the community website, we built a ROI model where we estimate savings in customer contact deflection of approximately € 560.000 during these first 12 months of activity.  
Company: Magento Commerce Entry submitted by: Sherrie Rohde (Community Manager) Community: Magento Community Lithy category:  Marketing Champion   Trusted by more than 250,000 businesses worldwide, Magento Commerce is the le... See more...
Company: Magento Commerce Entry submitted by: Sherrie Rohde (Community Manager) Community: Magento Community Lithy category:  Marketing Champion   Trusted by more than 250,000 businesses worldwide, Magento Commerce is the leading provider of open omnichannel innovation to retailers, brands and branded manufacturers across retail B2C and B2B industries. In addition to its flagship open source digital commerce platform, Magento Commerce boasts a strong portfolio of cloud-based omnichannel solutions empowering merchants to successfully integrate digital and physical shopping experiences. With over $50B in gross merchandise volume transacted on the platform annually, Magento Commerce is the foremost provider to the Internet Retailer Top 1000 and the Internet Retailer B2B 300, counting more than double the clients to the next closest competitor. Magento Commerce is supported by a vast global network of solution and technology partners, a highly active global developer community and the largest eCommerce marketplace for extensions available for download on the Magento Marketplace. More information can be found at www.magento.com.   Our unique promotion     While we can’t fully quantify the size of the Magento community, we know the Magento ecosystem comprises of 250,000 merchants, 300 partners, over 1,000 solution implementers, 130,000 developers with 5,900 of them being Magento certified.      In 2015, the Magento community created over 2,500 pull requests and issues for Magento 2.0 on Github, presented over 500 talks on Magento or at Magento-centric events, produced over 100 podcast episodes centered around Magento, organized conferences and meetups in over 24 different countries, wrote three books about Magento, contributed to official product documentation, wrote countless blog posts to raise awareness and education and answered thousands of questions on both StackExchange and the Magento Forums (Lithium Community).     As you can see, we have an amazing and highly active community who are constantly contributing to our product and advocating for our brand. However, until now, we have never had a formal recognition program in place. The absence of this program sometimes created confusion when looking to stakeholders for beta invites, feedback, event invites, etc.   This year, we created the Magento Masters (super user) program, the culmination of over six months of research and strategic planning to develop an initiative that elevates our most active community members, recognizes them for their contributions, and empowers them to help others learn more about the Magento platform and to succeed in our ecosystem.   Creating this program was no small feat as we really wanted to make sure that we had a full picture of our community contributions. We went through several revisions of a scoring algorithm asking various stakeholders if we were missing any aspect that helped those in our community move forward. For every type of contribution, we took the time to think through how we felt it should weight in relation to other contribution types based on the impact that contribution likely had on the community. After pulling data from multiple sources we had access to including Lithium Social Intelligence, we were able to start surfacing names. As we added to the data we were able to qualify the algorithm was what it should be. While some names were not a surprise, and shouldn’t be, it also gave us more insight to other members in the community who were less vocal contributors. Being able to connect with these contributors allowed us to really grow these relationships with key community leaders.   In addition to surfacing key community leaders that may not have been top of radar, this algorithm and data collection also allowed us to begin to share numbers like those above with our community. Our company was proud and our community was proud of what we’ve been able to accomplish together in just one year. In reality, that year barely scratches the surface. This data also gives us quick insights into community leaders by region, role and company type which is often needed when identifying who to connect with for initiatives and opportunities.   As we thought through the program, we tried to keep a “What’s in it for me?” mindset for our community leaders, not just for us. Magento Masters members benefit from recognition both online and offline. This means a special badge and rank created for them and applied to their account on our Lithium Community platform as well as access to a private Magento Masters Lounge there. We also recognized them on our blog and at our annual conference, where we presented them with a physical award, which we’ll expand on more while discussing the campaign. Magento Masters will have increased access to things like beta programs, roadmaps and feedback opportunities as they arise. Some of this will be facilitate via a quarterly call with our product team and other key team members. We were also able to host them for a VIP lunch event at our conference and offer discounts on both certification and events.     Our goal in creating the Magento Masters program was to create clarity within our organization on who to look to as community leaders at the same time as being able to recognize them in a way they truly deserve – valued in front of their peers. We strongly believe we accomplished this.   Our strategy and tactics   Before beginning promotion of the Magento Master program, we worked with our brand and design teams to create a unique visual identity. After many whiteboard sessions, we landed on Magento Masters with three types: Movers, Mentors and Makers: Movers are Magento’s top advocates and ecosystem thought leaders who have demonstrated their expertise in driving innovation through Magento solutions. They are influencers in the industry in delivering best-of-class Magento implementations and advocate for Magento at industry events. Mentors are top contributors to the Magento Community who are highly active educating others and developing resources for them. They have proven expertise on building successful Magento implementations. Makers are frequent contributors valued by Magento and other community members. They actively engage with others in the Magento Community, sharing ideas, insights, and constructive feedback.   By creating these types, we were able to share clarity around why each Magento Master was selected with individual reasons supplied for each one when announcing them on our blog.   We first announced this program during our MagentoLive France event in Paris: https://magento.com/blog/magento-news/introducing-new-magento-community-initiative-magento-masters https://twitter.com/magento/status/694477995839463424 https://twitter.com/ProductPaul/status/694477546386161664         Later that week, we echoed the announcement a presentation at a community-organized conference in Milan focused around how to get involved in the community and key people who were contributing in various areas of our community: http://www.slideshare.net/SherrieRohde/how-do-i-get-involved-in-the-magento-community-57914070.   Our 2016 Magento Masters were then selected and invited to the program based on their contributions to the community in 2015. Because our community is truly a “Total Community,” we created an algorithm that calculated their community contributions from key areas where we believe they truly help to move the community forward as a whole. These areas include our Lithium Community platform, StackExchange, Github code contributions, official documentation contributions, speaking engagements, blogging, published books and organizing both meetups and conferences.   We announced the Magento Masters via our social media channels, in our weekly community digests on the Lithium platform and on our blog: https://magento.com/blog/magento-news/meet-2016-magento-masters-movers https://magento.com/blog/magento-news/meet-2016-magento-masters-mentors https://magento.com/blog/magento-news/meet-2016-magento-masters-makers https://twitter.com/magento/status/703257126282461184 https://twitter.com/magento/status/704375271286132736 https://twitter.com/magento/status/704740099456536577 https://twitter.com/magento/status/705546325354536960 https://community.magento.com/t5/News-Announcements/MagentoMonday-Community-Digest-2016-02-29/m-p/30701 https://community.magento.com/t5/News-Announcements/MagentoMonday-Community-Digest-2016-03-07/td-p/31406   During our opening keynote at our 2016 6 th annual Imagine conference in Las Vegas, our CEO, Magento Evangelist and Community Manager were able to bring 16 of the 20 Magento Masters on stage to recognize and award them in front of 2,500 attendees.     Our results   The results of this program exceeded our expectations, to say the least. Our Magento Masters are so humble and talented, which really added to the experience in the best way. It’s hard to even know where to start with the impact Magento Masters has already had for both our community and our company. Our community organized podcast brought our Magento Evangelist and Community Manager on for an exclusive interview: http://magetalk.com/magetalk-episode-79-magento-masters/ One of our Magento Masters has added this to his LinkedIn https://pl.linkedin.com/in/snowdog, was celebrated by his company with both a party https://www.facebook.com/media/set/?set=a.10153675678633192.1073741837.71921053191&type=3 and a blog post: https://snow.dog/blog/kuba-zwolinski-announced-magento-master/ . Other Magento Masters were also announced on their companies’ blogs: http://creatuity.com/2016/03/25/creatuity-ceo-joins-magento-masters/ http://store.fooman.co.nz/blog/magento-masters-kudos-to-an-awesome-community-initiative.html https://blog.limesoda.com/2016/03/anna-voelkl-zum-magento-master-ausgezeichnet/ http://www.somethingdigital.com/Blog/Meet%20the%20Team/Magento%20Masters.aspx Several others mentioned Magento Masters in their Imagine recaps: https://blog.limesoda.com/2016/04/magento-imagine-2016-we-are-magento/ http://www.somethingdigital.com/Blog/Events/Imagine%202016%20Recap.aspx http://divante.co/blog/imagine-magento-general-session-magentos-future-day-2/ https://www.iweb.co.uk/2016/04/magento-imagine-conference-day-two-recap/   We of course gave them some love in our event recap as well: https://magento.com/blog/events/we-are-magento-imagine-2016-highlights   Creating this program has inspired ideas across our organization about how to better implement councils, or involve the Magento Masters, in various decisions going forwards. It has also given us massive insight into actually being able to quantify what it is our community brings to the table (e.g. the stats I provided at the beginning) which has astounded and impressed both the community and those across our team.   Even before we officially announced the program, we had various departments coming to our community team in search of community members for various things (e.g. EMEA developers) and we were able to provide them with this information quickly and efficiently from the scoring algorithm created for the Magento Masters program. We are finally equipped with a way to connect key community members with key opportunities. Since announcing the community, several who were once engaged in our old forums are now inspired to be more active on our new forums and the community team, comprising of four Magento Masters, that organizes a Q&A hackathon for the Magento StackExchange has discussed including the forums in their “MageStackDay” events.   Also, one of our Magento Masters has been repeatedly approached on how to get involved in the community and especially how to get started speaking about Magento and our female Magento Master (fingers crossed for more next year) is truly being looked to as a mentor for other women in our community, encouraging them to contribute more to qualify themselves for 2017.   Digging Into the Numbers The Magento Masters program launch received over 250 individual posts across Twitter in support from our team, including our executive team, as well as from the community.   Our initial tweet announcing Magento Masters remains one of our top 10 posts in the past 90 days with 443 total engagements and 15,061 impressions: https://twitter.com/magento/status/694477995839463424   In addition, our tweet announcing the Movers also logged in as a top tweet with 425 total engagements and 16,656 impressions while our top tweet announcing the Mentors received 574 total engagements with 25,487 impressions and the Makers top tweet received 415 total engagements and 16,114 total impressions. A final wrap up announcing all 20 Magento Masters logged in at 340 total engagements and 14,655 impressions and our tweet congratulating them during Imagine logged in at 355 total engagements and 8,422 impressions: https://twitter.com/magento/status/719935530427756544, while several in the audience created their own renditions and our Magento Masters and their companies celebrated on social media throughout the conference. Our blog post announcing the program is our 4th most popular blog post, excluding product announcements, in Q1 of 2016 while our announcement posts spotlighting the Movers, Mentors and Makers weigh in at 17th, 14th and 12th, respectively.   On our Lithium Community platform, Magento Masters visit 92% more than other members. In the first month of implementing the initiative, Magento Master participation increased by 56% while other members increased participation by 6%.   Overall we’ve had an overwhelmingly positive reception and heard from our community that this was greatly needed. The next step? Individual in-depth profiles on our blog for each of the Magento Masters as well as launching into our quarterly calls to learn more.  
Company: Turkcell   Entry submitted by: Mustafa Altay (mustafaaltay) UX Information Architect Community: Turkcell Forum (https://forum.turkcell.com.tr/) Lithy category: Support Savings MVP   GSM-based mobile communication in Turkey b... See more...
Company: Turkcell   Entry submitted by: Mustafa Altay (mustafaaltay) UX Information Architect Community: Turkcell Forum (https://forum.turkcell.com.tr/) Lithy category: Support Savings MVP   GSM-based mobile communication in Turkey began when Turkcell commenced operations in February 1994. Since then, it has continuously increased the variety of its services based on mobile audio and data communication, as well as on its quality levels and as a result, its number of subscribers.   Turkcell is a regional leader by being the market leader in five countries out of nine it operates in. Turkcell, with its wide coverage area and diverse range of services abroad, is able to provide its subscribers with mobile communication services both in Turkey and around the world.   Before Turkcell Forum implementation Turkcell only use social media channels like FB, twitter as two way communication. Customers became more online and want to touch companies online. Turkcell had to adapt these changes in customer behavior. So, Turkcell changed its digital strategy to one way communication to two-way communication. Turkcell believes that two-way communication reveals invaluable information about customer needs and buying habits, and this gives Turkcell a vital edge over its competitors.   Recently a large number of companies offering web-based customer opinion platforms have emerged worldwide, providing them with the opportunity to articulate their experiences and comments on products and services. Turkcell recognized that it is not about a platform, it is all about culture and strategy.   Turkcell has the best customer support in all areas. As a leading technology company, Turkcell believes in online channels. E-WOM is getting more pervasive and more important in purchase decision-making and customer support. Most of the companies sees online channels as an alternative to traditional support centers. We believe in our customers and omni channel interactions. As a strategy to shift from traditional customer care to digital customer care, we aim to implement true continuity of customer experience.   Turkcell aims to use the persuasive effect of E-WOM for following reasons and based its strategy according to them:   The information provided by WOM is perceived as being more credible than that provided commercially since most WOMs are from peers, relatives, friends and the third party whom one trusts more; WOM is a two-way communication, not a one-way propaganda; WOM provides potential customers with user experience to reduce purchase risk and uncertainty; Since WOM is live and can instantly respond to inquiries, it can provide more complete and relevant information. Word-of-mouth has been proven to be an effective method of obtaining useful information for purchase decisions.   Customers believe in peer advice and begin to respond customer queries and provide customer service. Thus, Turkcell defines its Digital customer care strategy in 3 categories:     Paradigm shift in customer experience is a long path and it must be considered as change management project. With these awareness Turkcell promotes first Forum implementation. After baby-sitting period, next phases started according to Business value-Complexity matrix in Q2 of 2015. Phase 2 covers all the items listed above.   Not only Turkcell aims to lower costs but also enhance customer care, richer differentiation and higher brand advocacy. After establishing a digital presence, Turkcell will start devising creative social strategies across all major platforms to engage with active audiences.   To sum up, Turkcell redesigns its organization around customers in a customized, relevant way. By listening customers, Turkcell will know exactly what customers are doing, and understand the context of where they are in their journey with Turkcell. This is all enabled by the right strategy and digital paradigm shift.   Changes in customer care organization   Turkcell wants to manage customer relationships in one place. With intelligent context and insights to customers, Turkcell can be quick, agile and smart with its relationships. Turkcell Forum is a central concept that businesses need to understand deeply and integrate fully, in order to serve the social customer. Turkcell will combine all digital customer care in a single organization. With dynamic FAQ creation, peer advice and user generated content will be the basis of success. So Turkcell begins digital paradigm shift and organization according to omnichannel strategy.   Business results   Social media and emerging technologies have transformed the way the world communicates. From being available on social networks to reaching out through interactive and mobile resources, businesses are evolving their customer experience efforts to support the new ‘Connected Consumer’. So, in order to shift in servicing and customer experience, you have to invest in your strategy. Turkcell is already aware of the process and measure every step in change management. With quantifiable results and targets it is easy to rationalize the investment in Turkcell E-Care solutions to top management.   Turkcell launches its Forum in June 2014. Turkcell plans to double every figure in Forum in the first half of 2015.   After the first steps taken and user base extended, Turkcell will implement other modules in E care platform.               
Company:  Orange Espagne SAU Entry submitted by: Daniel López Nieto (SocialMedia/Customer Care) Community: Orange Community Lithy category:  Marketing Champion   Spain is the second market in importance for Orange Group, one of ... See more...
Company:  Orange Espagne SAU Entry submitted by: Daniel López Nieto (SocialMedia/Customer Care) Community: Orange Community Lithy category:  Marketing Champion   Spain is the second market in importance for Orange Group, one of the most prominent telecom companies in the world, with more than 263 million clients during 2015.   Through different brands – Orange itself, newly acquired Jazztel, amena and Simyo, we have the trust of more than 19 million clients in Spain making daily use of our fixed and mobile services as well as TV.   Our unique promotion and goal    Organization of the offline “Event for superusers”, a meeting in the Orange Spain offices. The goals were:   Personally meet the most active users of the Orange Community. Show them the way we work daily on the Community. Get feedback and ideas to improve.   The event, that lasted a whole day, included talks of agents and community managers of the Orange Community, talks of directors of different areas of the company, an award ceremony for superusers and a focus group session to gather feedback for improvement.   The event also included an informal lunch in a restaurant in Madrid, as a way of bonding with the users, where everyone expressed their love for the event and encouraged us to repeat it on a frequent basis.   Our strategy and tactics for our community    The marketing campaign began with a gamification strategy to encourage participation of the Community users. We also encouraged them to register and participate in the Community through the different social media profiles of Orange. The gamification program was based on the challenge to obtain different medals for those with active participation. Four types of superusers were established: Solucionadores (or Solvers): They resolve doubts and problems of the community users. Friendly: Constant participation, always positive, in the different categories of the community. Master Tekkies: Expert users in different áreas (smartphone tricks, gadget and mobile reviews, etc.). Shopping Assistant: They recommend the most adequate tariff, Smartphone or offer to those clients in need of a certain product.     Users under these roles were recognized with customized medals that appeared in their profiles. Also, their participation was shown publicly in the community rankings.     Once they were identified, we created a private fórum only for superusers, where they receive the latest news about the Company and we offer them to be beta testers of some of our products.     After several months of constant activity in the private fórum, the superusers were contacted individually to invite them to the “Orange Superusers” event in Madrid. During the event, they received an award for their hard work on the community, a pack containing different Orange products, including a Smartphone.   They also had the opportunity to give a little thank you speech where everybody attended: superusers, directors of the company and the team in charge of the communities.     After the event, both External and Internal Communications created press notes and other communication published in several media and social networks.       Since then, the activity of the superusers increased, and it is actually themselves who promote other users to be a future superuser of the community. They have asked us to repeat the event in the near future.   Our results   The event was a total success, almost all of the superusers came to Madrid from different cities in Spain, some from as far as the isle of Ibiza. Engagement has improved (posts, problem solving, kudos…) and some of the ideas and suggestions from the event are now in practice.   Everyone that attended (superusers and company employees) published afterwards positive messages in their Twitter and Facebook profiles. And Orange sent an internal note to all employees detailing the marketing action that took place.    
Company: Telstra  Entry submitted by:  Karen Le (kazwalla)  Head of Social Media, Telstra Digital,  and Yannick Pierre (Yannick_P ) Digital Community Manager Community:  Telstra CrowdSupport (http://crowdsupport.telstra.com.au/ ) Lithy c... See more...
Company: Telstra  Entry submitted by:  Karen Le (kazwalla)  Head of Social Media, Telstra Digital,  and Yannick Pierre (Yannick_P ) Digital Community Manager Community:  Telstra CrowdSupport (http://crowdsupport.telstra.com.au/ ) Lithy category: Digital Strategy Leader   Telstra is Australia’s largest Telecommunications Company and for over a hundred years we have connected Aussies with each other and the rest of the world.   History & Challenges          Telstra employs more than 39,000 employees.          In 2013 we had more than 15 million mobile customers (Australia’s total population is 22 million), 7.8 million fixed voice customers and 25.5 billion dollars in sales revenue.            Although large in size, fantastic business performance results and the fact that we have a long standing history in Australia, we are faced with our biggest challenge – Customer satisfaction. In 2011 our satisfaction rating was 66% when the industry average was 68%.     Business Goal As a Telecommunications company we know how significant it is for Australians to connect with each other, and we know that our role in connecting Australians needs to be one step ahead of the change in behaviour. Therefore Telstra’s goal is to create a brilliant connected future for all Australians.    One of the amazing things the Lithium platform has allowed us to do is not only let us having a conversation with our customers but allowed our customers to have conversations with each other.   CrowdSupport has helped us provide service to customers in a one to many channel and has helped build advocacy. By having customers answer each other’s questions we are able to assist more customers by being able to scale the customer service offered. We are also providing rich customer experience via Lithium Social Web; Telstra service agents are able to review each community post for accuracy and escalation which is a clear point of differentiation from other non Telstra brand supported forums.    We are using the Lithium platform to achieve our company purpose; by connecting people in connected channels. Telstra now has a community where the conversation starts with the community – this is at the very core of our DNA and our purpose. Every time we need to have a meaningful conversation with our customers about anything we can do it within CrowdSupport. Below are some examples of how we’ve used the channel as part of our digital strategy.    Handset Updates: Fortnightly device updates We launched the handset updates board taking a simple webpage on our corporate website that was updated every 3 months and converting it into a fortnightly community discussion with our customers around our mobile devices. This continual exchange of information around the process and steps we undertake to update these devices has not only helped to keep our customers informed but also helps us to prioritize what we need to review next. In the past few months the board has generated 46,000 unique visits, 884 post and 150 kudos.   This demonstrates how hundreds of thousands of people including news publications receive updates and information from Telstra at exactly the same time.   Product Exits: Facebook.Zero Application This particular post has been one of the top 5 most viewed posts on the Lithium platform over the past few weeks. The post was a result of the discontinuation of 0.facebook.com service planned for later this year and although it’s not a good news story, we acknowledge that it’s no longer acceptable for brands not to be transparent.   0.facebook.com was a new mobile site that includes all of the key features of Facebook but is optimized for speed with zero data charges. Crowdsupport has been used as one of our primary channels for communicating exits of products and services, and we have been able to communicate en masse to our customers around this upcoming change and allowed for a vibrant discussion around alternative options. The initial announcement post (for the exit of 0.facebook.com) has generated over 62,000 unique visits and 11 Kudos.      TVC: Crowdsupport P2P Community goes mainstream. We’ve had a community for 3 years and in this time we’ve demonstrated our purpose of connecting Australians and recognized that communities are no longer for a particular type of user; it’s for everyone.    As part of our customer awareness program around our online support tools, CrowdSupport featured in a nationwide television and outdoor advertising campaign with the tagline “More heads are better than one”. This campaign ran in primetime hours and helped to drive engagement and registration in the community. This not only demonstrates what an integral part CrowdSupport plays in our overall digital strategy but how this has translated into an overall business focus.    TV ad:  http://bit.ly/1au3P4z   Driving organic search Crowdsupport growth strategy has always been focused on understanding the analytics that drive community discussion and prioritizing our initiatives. Our help and support team are actively involved in reviewing what our customers are posting in the community and generating supporting content. This continual content review, supported by regular community members, has resulted in over 50% of all the community traffic being generated from Google search. A recent example of how we leverage the community organic search was our campaign, “Telstra New Phone Feeling”, where we managed to post an article which returned a top 5 search result within minutes of posting.     Telstra Identity (Single Sign On) We have removed the biggest hurdle to contributing to our community by implementing single sign on. Customers can now sign in using their Facebook credentials.    Migration of the community registration and login process to Telstra Identity was a key initiative driven by customer feedback in CrowdSupport. This project involved moving over 50,000 registered users off the Lithium Technology login to Telstra Identity and involved several months of planning, design, development and testing to minimize disruption. This change has quadrupled weekly completed registrations by significantly reducing the barrier to registering and logging into the community.   Community Reach With our focus on creating advocacy through improved customer service, the CrowdSupport Community has become an integral part of our online support and engagement strategy. In 2013 over a quarter of the Australian population visited CrowdSupport (6 Million) to find information around Telstra’s products and services. In the same period, visits to the community have increased two-fold and the quality metrics have also improved; with the average time on site reducing by five seconds and average page depth down from 2.26 to 1.90 PPV (pages per visit); this suggests that our customers are finding the information they need faster. The improved reach without effect quality is a great example of how a branded, managed peer to peer community can not only be used as an additional support channel but also as a platform for creating customer advocacy.      Our results demonstrate the customer’s need and desire and the need to connect with us and one another via the Lithium platform.    Current results – as of March 20, 2014:          Posts: 121,241          Accepted Solutions: 3595          KB articles: 337          Ideas submitted: 364          Registrations: 113,699          Kudos awarded: 18,316   Future initiatives that we’re considering.   The digitization of our company means we are now taking what we’ve learned to enable our 39,000 strong workforce to change the way the entire organization works. Once again the aim is to provide a brilliantly connected future by staying one step in front of a societal change.            ITC Internal Peer Community: Extending on the knowledge gained and success of CrowdSupport, the organization has begun work on deploying an internal instance of a P2P community that will allow Telstra staff to collaborate on common IT support questions. The aim is to significantly improve collaboration between our multiple business units and grow our internal knowledgebase.                Live Chat Connection:  We are personalizing our interactions with each of our customers. To support this initiative we are leveraging CrowdSupport by registering each of our live chat agents with a Crowdsupport profile and providing the customer this profile when we close off each chat interaction. If a customer chooses to stay in touch with the same Telstra consultant with whom they have been chatting, they can easily reconnect with the agent on Crowdsupport. Internally we call it “My Customer, My Responsibility” and the goal of the initiative is to build a strong relationship by listening and resolving queries quickly.             Develop socially enabled enterprise:  An enterprise wide participation includes cross functional collaboration with the rest of the organisation i.e having all product leads contribute to content and answers within the platform. As part of an organization-wide Brilliantly Connected Advocacy program, we are currently investigating the possibility of using Crowdsupport as a direct channel for connecting our customers with a face for each of our online customer support agents. This functionality will also allow our customers to come back to these agents for future interactions.            Mobile First Strategy to drive better user experience:  Across the last 6 months, 45% of visits to CrowdSupport have come via mobile handset or tablet device and as part of our mobile first strategy we are undertaking a full review of the community experience on a mobile device and over the next few months be making changes to ensure content is easily consumed.  
Company: DenizBank   Entry submitted by: Ebru Urunga, Manager at Customer Satisfaction LSW: https://twitter.com/DenizBank and https://tr-tr.facebook.com/DenizBank Lithy category: Excellence in Customer Satisfaction   DenizBank was found... See more...
Company: DenizBank   Entry submitted by: Ebru Urunga, Manager at Customer Satisfaction LSW: https://twitter.com/DenizBank and https://tr-tr.facebook.com/DenizBank Lithy category: Excellence in Customer Satisfaction   DenizBank was founded in 1938 as a state-owned bank in order to provide funding for the developing Turkish maritime sector. Acquired by Zorlu Holding from the Privatization Administration as a banking license in early 1997, DenizBank was further acquired in October 2006 by Dexia, a leading financial group in Europe. Continuing its activities under Dexia umbrella for 6 years, DenizBank operates as from 28 September 2012 under the roof of Sberbank, the biggest and deepest-rooted bank in Russia. As of July 1st, 2013; consumer banking portfolio of Citi Turkey with more than 600 thousand customers and nearly 1400 employees were transferred to DenizBank.   The innovative and reformist strategy is our dominant qualification in the market. We are happy to rank the 5th largest private bank in Turkey according to consolidated asset size from a bank without branches, employees or customers, in only 17 years which is considered very short for our sector.  W e place our customers at the heart of all activities and work towards offering highest benefit to their lives in the quickest way under a single roof with the most advanced banking products in line with our financial supermarket understanding.   Integrating digital and mobile technologies to our products and services is among our priorities. We work towards creating, rather than following trends and place digital & mobile technologies at the very heart of our operations in order both to ease our business practices and render people’s lives more beautiful at Deniz. As a reflection of this vision, we brought in such an innovative project as Facebook Banking to the banking industry not only in Turkey, but throughout the world; realized a breakthrough by accepting credit applications through “Direct Message” at Twitter, one of the most widely used social network websites in the world. We actualized our unique “mobile wallet” application FastPay that enables everyone to make money transfer whether they are DenizBank clients or not. In short, we shaped our whole road map for our customers to benefit more conveniently from the gifts of the mobile and digital world.   In addition, we have been placed among the top 3 most praised banks in the sector by Capital Magazine, the prestigious publication of business world in Turkey. Alongside our innovative approach in Digital Banking; we have been placed among the top 3 most praised banks in the sector by Capital Magazine, the prestigious publication of business world in Turkey.   The rise of DenizBank having undersigned many success stories with its fast and accessible solutions, excellent service quality and unconditional customer satisfaction philosophy will continue under Sberbank roof from now on… Dozens of achievements that we have realized so far give us an indescribable excitement as the guarantee of the triumphs we shall accomplish in the future. In the new era, we will continue to move towards our target to be among the top players of Turkey. As our motto “Life is beautiful at Deniz” explains, we will carry on working to become the “bank at the hearts of people”.   Lithium helps companies unlock the passion of their customers. Lithium software powers amazing Social Customer Experiences for more than 400 iconic brands and supports companies grow brand advocacy, drive sales, reduce costs and accelerate innovation to create social communities that redefine the customer experience.   The new Lithium brings together trusted people and trusted content to create an exchange of shared value and a more complete measure of reputation. Most importantly – and what really fires us up – is that this acquisition helps Lithium put the power back into consumers’ hands in a real way that delivers real benefits to consumers as well as brands.   We know that corporations that tap into their socially empowered customers stand to gain advantage on their socially reluctant competitors in ways beyond just reducing customer support costs. They’ve realized that customer engagement means real, topline growth and that customers who actively engage with brands, products and services are not only loyal advocates, they also spend more.   If a business wants to continue to succeed, she needs to innovate and grow and to do that you need to get serious about social.   There’s a growing realization that people don’t want to engage with website marketing copy. They’re seeking to engage their peers and learn from their real experiences. Because that’s what they trust—shared human stories relevant to their personal experiences.  And that is the  ultimate moment of truth  for brands seeking success with the new customer everyone needs to understand today: Generation C .   Social networking will carry us one step forward in Turkey as we have many social media users in our country. We as a bank knows that when we gain the trust of the customers and when we understand them, we will be the bank at the hearts of the people.   We care about our customers’  thoughts and ideas.  Our focus is excellence in client service and as a result of this we are the first Bank in Turkey who makes surveys thru Social Media. We listen the customers in every area and provide them solutions proactively. We are aware of the value of experienced staff and we built up a dedicated team for Social media service. They have also separate trainings by professional agencies about social media trends and way of behaving. With the help of Lithium features, they are more aware and flexible with the priorities.     Denizbank knows that, we should be more integrated with social media and provide the best service in that area, to be strong in the digitilization and mobilization age. With this awareness , we recognized the power and privileges of Lithium. We can manage what we can measure and Lithium provides this in very basic and feasible way. We can follow the real time queue backlogs and take necessary actions immediately. If the conversation is not related with us or is not in our scope, we can classify all of these and delete them in one shot by saving time of supervisor. So we can focus with the real claim or complaint of the customers.   Word of mouth is a very effective power and social media area holds this by impressing very huge crowds with no cost. This channel becomes a very important candidate which run rings around the other channels by delivering fast and best service wherever our customer or whenever he/she wants to reach us in a very easy way. We improved our quality by the support of Lithium and increased our satisfied customers’ numbers.   In our point of view, customer satisfaction is far beyond resolving complaints and we have increased our customer satisfaction by 22%.   As we are the 1st  ranking country in Twitter and 2nd ranking country in social media usage in the World, we have a significant number of customers who actively use social media. With the help of Lithium’s flexibility we can process 19% more conversations than before.   We started to manage all accounts in one program which provided a 24% increase in agent productivity.   Frequent templates have been defined into the system and supply a 30 second savings for each notice by making easier knowledge contribution. Decreasing unrelated conversations provides agents the ability to deal with the real customer claims and complaints, and this feature resulted in a 25% improvement in agent response time.   Previously one staff member was checking all conversations and then measuring and reporting the metrics manually. But with Lithium’s privileges, the monitoring became easier and we had a 53% FTE savings.   Supervision management and reporting has the ability of online monitoring and being alert in any capacity issues or crisis environment. Real time queue backlogs can be followed up easily. This provides us the ability to take the necessary action where and when necessary.
Company: Rogers Entry submitted by: Margaret Tsuji (Community Forums and Social Media Support Manager)  Community: Rogers Community Forums Lithy Category: Excellence in Customer Satisfaction   Rogers Communications is a diversified Can... See more...
Company: Rogers Entry submitted by: Margaret Tsuji (Community Forums and Social Media Support Manager)  Community: Rogers Community Forums Lithy Category: Excellence in Customer Satisfaction   Rogers Communications is a diversified Canadian communications and media company. We are Canada's largest provider of wireless communications services and one of Canada's leading providers of cable television, high speed internet and telephony services.     In 2014, we launched a multi-year plan, called Rogers 3.0, to revitalize the company’s legacy of innovation and growth. The plan is centered around delivering a better experience for our customers. We are focused on fixing the basics, creating a more consistent experience and improving customer self-service.   Our 2015 customer satisfaction initiatives   Rogers made a $100 million commitment in 2015 and another $100 million in 2016 to customer experience improvements overall. One of our goals is to deliver the best end-to-end customer experience with minimal customer effort.   We adapted support models to customers’ mobile habits, so customers can get service on the digital and social platforms where they already spend time. In 2015, we made the quantum leap to offer support 24/7 for our customers through social media. We are still the only major Canadian telco to do so.   In partnership with Facebook, we were the first telecommunications provider in the world to offer customer support through Facebook Messenger. Customers can reach us through Facebook Messenger to ask questions, make changes to a plan, update an account, set up a new line and more.         Customers have the ability to respond at their convenience and keep track of the conversation just like they would with their friends.     Leveraging LSW has allowed us to seamlessly and efficiently respond to support requests on Facebook and Twitter, resulting in an average response time of 30 minutes or less. In fact, our goal for 2016 is to achieve an average response time of 15 minutes or less. LSW has also helped us better understand our volume and traffic patterns so we can make operational changes to better serve our customers. In order to support Facebook Messenger, we drastically increased the size of the team and were able to rely on the scalability of LSW to do so.   Our response time has steadily decreased and we have earned the “Very responsive to messages” badge consistently on our Facebook page:   How Lithium helps us solve customer issues   We want to make it easy for our customers to get help. More than 16 million Canadians are on Facebook every day, so it makes perfect sense to bring service to them -- when and where they want it. Now, our customers can message us on Facebook Messenger, ask questions, make changes to their account, and get their problems solved without waiting on hold.   Rogers has seen a significant increase in customer satisfaction metrics for social media support, and attribute part of this to the support customers are receiving from Messenger.   NPS has increased since the launch of Facebook Messenger. In fact, the Social Media Support team has the highest NPS score of all consumer contact channels at Rogers! Furthermore, customer complaints, as reported by the Commissioner for Complaints for Telecommunications Services (CCTS) declined faster than all key competitors, down 26% in 2015 and down 50% over the past two years. At the time of this submission, the Mid-Year Report from the CCTS was just released: The Mid-Year Report lists the number of complaints received from the customers of all Participating Service Providers, and shows a substantial decrease in the proportion of complaints received from customers of Rogers. “Although Rogers still had the second-most complaints, it generated 65% fewer complaints in the first half of this year than in the same period last year. We applaud Rogers for the time and effort it has invested in working with CCTS to reduce the number of customer interactions that require recourse to CCTS, thus improving the customer experience for its subscribers. We encourage all of our Participating Service Providers to make similar efforts.” In our first month alone, we had over 70,000 customer interactions on Messenger. As we continue to invest in personalized, online and self-service options, contact volumes have declined by almost 13% in 2015.    
Company: Rogers Entry submitted by: Margaret Tsuji (Community Forums and Social Media Support Manager)  Community: Rogers Community Forums Lithy Category: Total Community All Star   Rogers Communications is a diversified Canadian commu... See more...
Company: Rogers Entry submitted by: Margaret Tsuji (Community Forums and Social Media Support Manager)  Community: Rogers Community Forums Lithy Category: Total Community All Star   Rogers Communications is a diversified Canadian communications and media company. We are Canada's largest provider of wireless communications services and one of Canada's leading providers of cable television, high speed internet and telephony services.     In 2014, we launched a multi-year plan, called Rogers 3.0, to revitalize the company’s legacy of innovation and growth. The plan is centered around delivering a better experience for our customers. We are focused on fixing the basics, creating a more consistent experience and improving customer self-service.   Our road to Lithium   In 2010, we chose Lithium as our platform provider and launched the Rogers Community Forums. We wanted a best-in-class platform and a means for customers to self-serve, thereby deflecting calls from our contact centres. The support provided at that time was predominantly peer-to-peer technical support.   With the successful launch of the Rogers Community Forums, we sought new opportunities to engage with our customers; Twitter and Facebook were the obvious choices.   In 2011, we launched our Social Media Support team, offering our customers a new and convenient support option. As such, we began to support and engage with our customers on Twitter and Facebook. As we earned their trust through the provision of reliable support and information, customers began to adopt this new means of social support and the volume of customer interactions in social media grew exponentially.   Recognizing the need for better reporting capabilities for our social support, we began searching for a social tool that would enable better customer engagement and provide valuable insights through data collection and reporting. After researching a number of social engagement tools, we settled on Lithium Social Web (LSW) and in 2014, the Social Media Support team was transitioned to the LSW platform. The transition gave us access to more insightful reporting and new capabilities.   Our Social Media Support team started off as a small group providing customer support on Facebook, Twitter and moderation of the Rogers Community Forums. We now have a significantly larger team supporting customers in social media and for the first time ever, we have a dedicated moderator team for the Rogers Community Forums.   The benefits of having both a  community and LSW   A Lithium community and LSW are important to our social strategy of providing customers with convenience through self-serve. LSW enables seamless engagement with our customers, allowing us to respond to their support requests on Facebook/Twitter via PM/DM or in public, while the Community Forums serve as a lasting source of relevant and helpful content.   In 2015, we optimized the Rogers Community Forums by leveraging insights from Lithium Social Intelligence (LSI). Our focus was set on content optimization, customer support and redesigning the Community Forums. We underwent a significant clean up and optimization exercise where we reviewed each and every post (all the way back from 2010) to ensure accuracy and relevance of information, accepted or provided solutions, and then creation of new content via posts, videos and blogs which aligned to contact centre top call driver results.   In addition to a significant community redesign in partnership with Lithium, we also launched Gamification in 2015. Take a look at some of our badges:     And we were one of the first Lithium communities to undergo a Responsive redesign. Over 30% of our traffic comes in from mobile devices and we expect this number to increase.     We also shifted from a purely peer-to-peer support model and started to provide direct support to customers in the Community Forums when our Super Users or other users are unable to assist. We created a common handle called @CommunityHelps to PM with users in the Community Forums. This helps our interactions look and feel seamless to the user and allows us to house all PM conversations in a single, easily-accessed inbox.     Our super user program is a key pillar of our overall Community Forums strategy. In 2015, we created “Front of the Line” service for our Super Users. In LSW, we have tagged our Super Users as priority customers so they receive even faster service through our social channels if they need it. It’s a small token of appreciation for their help in the Community Forums and it’s made possible by LSW.     Our Total Community results   Today, the Rogers Community Forums is staffed to support customers from 8 am to midnight, 7 days a week. Our response time has dropped dramatically to under 60 minutes. We create content daily using blogs, posts, videos and live Rogers Ask an Expert events. Our marketing teams have created detailed communication plans to promote the Rogers Community Forums as a destination for self-serve. We are also invited to every go-to-market activity across the company; Community Forums are now seen as a channel in which we can communicate new product/service launches AND obtain valuable customer insights/feedback post-launch.   Take a look at some of the promotional material designed to drive traffic to the Rogers Community Forums:     We achieved some amazing results from all of our efforts in 2015 (chart below). We have set some aspirational targets for 2016 and are confident that we are well on our way to our goal of offering a best-in-class customer experience.   KPI 2015 Results Registered users 20% YoY ↑ Page views 60% YoY ↑ CHI All time high 787 in Sept Response time <60 minutes Call deflection Deflected 160k+ calls Super users 11 super users spent 4,713 hours online    
Company:  HP Entry submitted by: Teresa Proffitt (Community Engagement Mgr.) Community: HP Support Forums Lithy category:  Total Community All Star   At HP, our vision is to create technology that makes life better for everyone, everyw... See more...
Company:  HP Entry submitted by: Teresa Proffitt (Community Engagement Mgr.) Community: HP Support Forums Lithy category:  Total Community All Star   At HP, our vision is to create technology that makes life better for everyone, everywhere — every person, every organization, and every community around the globe. To invent, and to reinvent. To engineer experiences that amaze.   Road to Lithium   HP Social Support Footprint   With one printer and 1.7 PCs shipping every second, HP has a large and growing installed base of customers globally. Our Support Community is vital to the HP customer experience, and we are always looking for ways to partner with Lithium to deepen customer engagement, improve response and resolution rates, while leaving no customer behind. We believe in the vision and value of a total community; the Lithium platform and Lithium Social Web are crucial to HP’s customer support operations success.   With more than 125 million visits per year, our communities must support a large volume of diverse customers — 24 hours a day and seven days a week. Previously, it took a great deal of effort to accurately monitor our forums and social media engagement between social agents and customers. Our implementation of Lithium Social Web (LSW) has empowered our moderators and agents to engage with customers more efficiently and effectively. We are able to route issues, questions, and service events quickly to the right teams, allowing us to create a more positive customer experience and create HP fans.   We are now able to create robust dashboards with precise filtering capabilities - supporting our goals of leaving no thread unanswered, increasing customer response time and accepted solutions. The ability to see real-time engagement metrics allows us to monitor our efforts, identify gaps and understand trends. The easy to use dashboards allow us to monitor agent workloads and make resource decisions based on the volume of activity.   Strengthening our Community   HP’s Customer Support Community focuses on engaging a variety of customer inquiries. Whether seeking general information, finding specific solutions, or sharing knowledge and insights, our forums and social media channels allow users to connect directly with our agents and fellow customers to get the most from their products.   Lithium has played a pivotal role in supporting us in the following key areas: Lithium’s gamification package has educated & incented members on the types of activities we value. The gamification package has helped us move members across the engagement ladder, driving increased contributions over time. Our most engaged users are then rewarded with access to HP’s Inner Circle, a private forum where skilled employees & Experts converse. As members progress through the engagement ladder they are invited to a series of events including Expert Days, technical briefings, topic-specific Q&A sessions, global and regional meet-ups – with the intent of building an army of Super Users across the world.   Profile Page Badging   Lithium’s flexible platform allows us to enhance our community experience with custom components that showcase our expert users, top solutions, and similar topics. Using Lithium Studio, we have enhanced our community experience with a redesigned user interface that makes it easier for members to quickly access important information and for our users to share personal profiles and capabilities in a compelling format.   Home Page Redesign   The Lithium Monitor Wall showcases and tracks volume of conversations, activity, and community contributions within our social care environment. This, combined with Lithium Social Intelligence, enables us to accurately report community perspective, keep a pulse on our community, and capture our key performance indicators.   HP Social Customer Care Command Center   Our results    
Company:  TELUS Entry submitted by:Scotty Jackson (Sr. Strategy Manager) Community: TELUS Neighbourhood Lithy category:  Support Savings MVP   TELUS is Canada’s fastest-growing national telecommunications company, with $12.5 bil... See more...
Company:  TELUS Entry submitted by:Scotty Jackson (Sr. Strategy Manager) Community: TELUS Neighbourhood Lithy category:  Support Savings MVP   TELUS is Canada’s fastest-growing national telecommunications company, with $12.5 billion of annual revenue and 12.5 million customer connections, including 8.5 million wireless subscribers, 1.5 million residential network access lines, 1.6 million high-speed Internet subscribers and 1.0 million TELUS TV customers. TELUS provides a wide range of communications products and services, including wireless, data, Internet protocol (IP), voice, television, entertainment and video, and is Canada's largest healthcare IT provider.   Reimagining our Social Strategy for Customer Care   In 2015, we reimagined our social strategy, developing a new operations team focused on not just customer service and engagement, but on content development and deep communication skills. We paired this team investment with LSW, which we use to listen and engage across Twitter and Facebook, and redesigned how we workgroup and flow potential cases. Most significantly, we also onboarded more teams internally to LSW, including Marketing Communications and PR, enabling better collaboration and swifter auctioning of support opportunities. With the launch of the Tribal Knowledge Base inside our community, the TELUS Neighbourhood, and LSW campaign and publishing capability, we have developed and implemented a virtuous cycle of customer listening, engagement, and needs fulfillment (see supporting visual).     Organizational Efficiency Through LSW   Through focused use of LSW and the redefinition of our operational team’s skillsets, we have consolidated a number of job functions within operations from our Marketing Communications team, and have further enabled the collaboration between operations, Marketing Communications, and PR teams. We have enabled efficiencies, reduced hand-offs, and optimized the customer experience by getting support opportunities identified and handled faster, also recognizing that experience and brand conversations often become support opportunities.   Leveraging both operations team expertise and the fact that more teams and functions were onboarded to LSW, we were able to further rethink team functions for efficiency, and maximize the value of our new operations team by consolidating some of the functions previously executed on by other teams.   Our Q1 2016 Support Savings Results   A summary of the benefits realized in Q1 2016:   $3.6M in annual operational savings Offsetting of over 66,000 live contacts (call, email, web chat, or store visit) > 11,000 Twitter and Facebook conversations and over 30,000 responses sent 80% of Twitter conversations responded to un 35 minutes or less > 1,600 community posts, 90%+ community-created > 330,000 unique community visits 98% customer satisfaction 90% likelihood to recommend TELUS (NPS) 89% likelihood to share experience
Company:  TELUS Entry submitted by: Scotty Jackson (Sr. Strategy Manager) Community: TELUS Neighbourhood Lithy category:  Total Community All Star   TELUS is Canada’s fastest-growing national telecommunications company, with $12... See more...
Company:  TELUS Entry submitted by: Scotty Jackson (Sr. Strategy Manager) Community: TELUS Neighbourhood Lithy category:  Total Community All Star   TELUS is Canada’s fastest-growing national telecommunications company, with $12.5 billion of annual revenue and 12.5 million customer connections, including 8.5 million wireless subscribers, 1.5 million residential network access lines, 1.6 million high-speed Internet subscribers and 1.0 million TELUS TV customers. TELUS provides a wide range of communications products and services, including wireless, data, Internet protocol (IP), voice, television, entertainment and video, and is Canada's largest healthcare IT provider.   Our Road to Lithium   In 2010, we began engaging and supporting customers through Twitter, leveraging the opportunity of conversations that customers were already having. We followed their lead going to where they were, wanting to join in the conversation. As this sustained and grew, our organization’s listening/marketing tools no longer sufficed; we needed a toolset focused on conversation and case management. Through 2012 we explored tools across the market, and at the end of 2012, after a very successful pilot, we signed with Lithium for LSW.   In 2013, we opened our Facebook wall and established it as an additional customer engagement channel beyond its previous focus of marketing and brand conversation. Additionally, seeing the opportunity to crowdsource knowledge and bring social conversation closer to our own domain, we embarked on a journey to build an on-domain community. After the comparison of several solutions, we selected Lithium, and were able to launch our community forum platform, the TELUS Neighbourhood, eight weeks later. It was augmented with Ideas in 2014 to capture and create conversation around customer concepts and suggestions, as well as with a Blog and Articles (Tribal Knowledge Base) in 2015 to broaden our customer engagement.   Everyone Wins with a Total Community   Our team strives to create a meaningful social experience for every customer and each interaction. In 2015, we reimagined our social strategy, developing a new operations team focused on not just customer service and engagement, but on content development and deep communication skills. Pairing this team investment with existing LSW capability, the launch of the Tribal Knowledge Base inside our community, the TELUS Neighbourhood, and LSW campaign and publishing capability, we have developed and implemented a virtuous cycle of customer listening, engagement, and needs fulfillment (see supporting visual).     Identifying and listening to customers needs, both through active participation (LSW analytics of Twitter, Facebook, and the TELUS Neighbourhood posting across interaction styles) and passive participation (LSI analytics of most popular on-domain forum content), we gain a deep insight into customer experience needs. With this insight, and leveraging the robust skillset of our social media operations team, we can polish and curate the most desired content in to Articles (our community Tribal Knowledge Base implementation). Then, leveraging the LSW Publishing Beta and other tools, we market and promote that community-inspired/authored content through our established social channels as well as contextually in the course of related support conversations.   A key example of this strategy in action was our development and maintenance of a software update schedule. Upon hearing social conversation and having customer concerns expressed, we were made aware of an opportunity to more transparently share the process for and schedule around delivering software updates to mobile devices. We created a Blog post and Article that addressed these needs, and have leveraged them to great success in fielding inquiries and concerns.   A second example was the StageFright campaign. When Android customers were vulnerable to the StageFright exploit and it started gaining media attention and driving social conversations, we wanted to get in front of the questions. As such, we rapidly developed an Article about the StageFright vulnerability, leveraging content from users already posting. Customers could then be referred to this not only in social, but via our IVR when phoning in and through a mass text campaign where we promoted the Article and community to all Android device users.   This all happens while engaging and supporting customers in near real-time response on Twitter and Facebook. In 2016, we have already supported over 11,000 off-domain social conversations, with over 80% of Twitter responses done in under 35 minutes. This is springboarding off of the over 48,000 conversations we supported in the whole of 2015, and a sign of ongoing engagement.   Using Total Community practices internally, we developed a wholly cross-functional working team, combining the strengths and perspectives of the new operations team, our Marketing Communications Team, and Media Relations teams to deliver an entirely aligned experience for key brand initiatives, namely our #ExpectMore campaign, where we drove and contributed to conversation about customer experience. This enabled rapid development of content and responses, both written and in video.   To support and grow the on-domain portion of our Total Community, we completed the work on migrating our on-domain custom community in to Lithium responsive, launching it in January 2016. This more reliable, better performing, and more feature-rich implementation of the community has spurred on over 1,600 community posts YTD, a sign of strong growth compared to the 5,889 posts seen in 2015. It should be noted that over 90% of that content is customer-generated (i.e. not moderator or community admin). More exciting than that is that we have already welcomed over 330,000 unique visits so far this year, a more than 28% growth over this same period last year and a strong start as we plan to improve over the 1.33 million total unique visits we enjoyed in 2015.   Lastly, we quietly launched our Community Power User (CPU) Program, which more formally enlists and engages our most influential and active community users. Each was presented with a formal welcome package, and has regular live conversations with our community management team, as well as participation with one another in a private CPU community board. While we work to expand and develop a public plan for the program, this launch helps sustain the contributions of three key individuals who contributed 26% of community content in Q1 2016.   This integrative total community strategy resonates well with our users. When surveyed in Q1 of 2016, they shared a 98%+ satisfaction rate with their social experience with TELUS and, based on that experience, 90% are likely to to recommend TELUS to friends and family, and 89% are likely to share their social experience. These results are all improved substantially over historical, reflective of the value of our new operational model and integrative total community approach.   Quantitatively, this total community approach also serves the business. By serving in social and cultivating content of need to our customers, we are targeting, and are well on track to meet, $3.6M in operational support cost savings through 2016, which continues to grow the value we have realized each year.   Our Q1 2016 Total Community Results   Harnessing the power of social and our total community strategy, we meet the needs of our customers, we delight them, and we save organizational cost. Win, win, win. A summary of the benefits realized in Q1 2016:   > 11,000 Twitter and Facebook conversations and over 30,000 responses sent 80% of Twitter conversations responded to in 35 minutes or less > 1,600 community posts, 90%+ community-created > 330,000 unique community visits 98% customer satisfaction 90% likelihood to recommend TELUS (NPS) 89% likelihood to share experience Offsetting of over 66,000 live contacts (call, email, web chat, or store visit) $3.6M in annualized operational savings