Avalon Consulting

AVALON
Consulting
E- Book
The Finding Sun Tzu Challenge 2010

Select Presentations
Volume 1
0
2010 © Avalon Consulting. All Rights Reserved
About this book
This volume of the book contains some of the best presentations received by
Avalon Consulting for its Finding Sun Tzu Challenge 2010, the finals of which were
held in Mumbai on the 30th of October. The contest was open to all business
schools in India and abroad and entries were received from some of the best B
schools in India and campuses from UAE, USA and Philippines.
The topics this year have been devised keeping in mind the overall theme of the
event: the strategic significance of Social Media in the B2B space. There are two
topics to choose from and participants can send in entries for either of these
topics:
1. Develop the strategy and marketing plan for a social media services company
2. Develop the social media strategy and plan for any B2B business segment
AVALON
Consulting
Disclaimer
This E- book is based on presentations sent by teams for the Finding Sun Tzu
Challenge 2010. The team members who have created the presentations have been
duly credited. All views and opinions expressed belong to the individuals
submitting the presentation and do not represent any opinions or views of Avalon
Consulting
AVALON
Consulting
About us About the contest
AVALON
Consulting
Avalon Consulting, setup in 1989, is an The Finding Sun Tzu Challenge is a business
international management consulting firm that strategy competition organized annually by
advises clients across the world on strategy, Avalon Consulting. This year’s edition of the
business transformation and innovation. It is Finding Sun Tzu Challenge revolves around the
part of the 1200-people Avalon Group which theme of Social Media
operates across the entire knowledge value
chain
To know more about Avalon Consulting and to To know more about the contest and to connect
connect with us: with the Sun Tzu team:
Website: www.consultavalon.com
AVALON
Consulting
AVALON
Consulting
Presentations by:
Team Spearheads, XIMB

Team SpitFire, IIM Bangalore
Team Invictus, IIFT Delhi
Team Lucky Dice, IIM Kozhikode
Team Outliers, SJMSoM
Team Juggernauts, IIM Kozikode
4
Presentation 1
Team Name: Spearheads Institute Name: XIMB
Participant Participant
Ashutosh Didwania Nehal Bazari
Pic Pic
 Pre MBA Experience – Cognizant India, 21 Months  Pre MBA Experience – Nil
(Sep 2007 – June 2009)


 Pre MBA Education – Bachelor of Business
 Pre MBA Education – B.Tech (Comp.Sc) , School of Management, Christ University, Bangalore
Technology, KIIT University, Bhubaneswar
 Interests –
 Interests –
 Academic – Multinational Strategic Management,
Technology Enablement for Enhanced Value,  Academic – Financial Planning & Strategy,
Business Innovation & Transformation Mergers & Acquisitions, Strategic Management
 Non Academic – Charity & Social Upliftment,  Non Academic – Event Organization &
Adventure Traveling, Non-Fiction, Trance Music Management, Painting, Dance
AVALON
Consulting
Second Round Submission
Topic 2 : Social Media Strategy for B2B segment

B2B Segment: Autocomponents
Team Spearheads
Xavier Institute of Management, Bhubaneswar
Compiled by:
Ashutosh Didwania (Email: ashutosh.didwania@gmail.com)
Nehal Bazari (Email: nehalfaimy@gmail.com)
 92% B2B requirements commence with an online search Ample evidence of the power of
 75% B2B decisions are finalized online internet in the B2B space
For the purpose of the analysis, the following hypothetical autocomponents firm has been used right
throughout the case
Company Autogem Pvt. Ltd.
Based In India
Product Range  Thermal Systems: AC System, Radiator Cooler, Battery Cooler

 Powertrain Control Systems: Engine Electrical Equipments, Fuel Injection System
 Body Equipment: Windshield Wiper, Horns, Flasher, Meters
 Electronic Systems: Driver Information System, Telematics
 Suspension Systems: Shock Absorbers, Brakes, Casting
 Interior Fittings: Power Windows, Dashboard, Airbags, Door Panel
Customers  Global Automobile Manufacturers (Ford, Hyundai, Tata Motors, Maruti Suzuki)
 Aftermarket dealers and distributors for replacement and spare parts
 Assemblers
 Other Original Equipment Manufacturers
1. Readiness Executing Readiness Assessment Framework on Autogem
2. Listen Listening to social media bytes on Autogem
3. Engage Engaging with the Social Media Audience
4. Align Aligning business processes with social media framework
5. Integrate Integrating social media strategies using common factors
6. Measure Determine Social Media success parameters for Autogem

Readiness Listen Engage Align Integrate Measure
Before venturing into social media, the Chief Listening Officer at Autogem needs to :
 Take stock of the resources available
 Build a strong foundation for social media to be implemented on
Presence of clear corporate communication guidelines
Presence of a dynamic and updated corporate website
Web Analytics and Search Engine Optimization of current corporate website
Measure confidence of Senior Management in the Social Media concept
Measure enthusiasm amongst the workforce towards Social Media
Ensure product quality suitable for social media buzz

(Social media would only worsen the standing of a poor quality product)
Listen  Tweet from Rahul: Bought a Tata Nano today and it was up in smoke within a matter of minutes.
Shocked!!!
 Tweet from Vikas: The glass wiper on my Santro keeps on breaking. Its Autogem I guess
 Tweet from Mr.Basu (Ops Manager, Hyundai): Any innovative wiper manufacturers here?
Possible  If Autogem was deriving 60% of its revenue from supplies to Tata Nano, it would straight away
launch its damage control plan. Provided it could come across the tweet
Response  If the Chief Listening Officer at Autogem spotted the tweet from Vikas, he could right away alert
the Marketing team to take action and prevent the word from spreading
 The tweet from Mr.Basu if spotted by a team at Autogem, could well get them business
Who & What to listen to

 “Yet another broken wiper. Looks like Autogem” – Tweet from end user
End User
 All B2B products finally end up with a B2C customer, in this case the vehicle buyer
Comments  End users regularly post complaints, comments about products on social media channels
 “No more hazy windshields. Bosch comes up with a stellar windshield solution”
Competitor
 People usually post comments on products they appreciate, including those from competitors
Buzz
Potential  “Looking for innovative telematics manufacturers” – Tweet from Automobile Ops Manager at
Ford
Customer Needs  Such postings on LinkedIn and Twitter from potential B2B customers are common place
Industry Trends  “Time for autocomponents to go digital” – Tweet from Automibile Industry Analyst
 Industry Analysts are extremely active on the social media with comments and suggestions
Desires & Needs  “Wish cars could someday predict traffic congestions” – A random Facebook posting
 Even innocous postings could lead to great ideas, specially in the B2B segment
Company Buzz  “Autogem products, relaible or not?”

 Last but definitely the most important buzz to be tapped
 Any content with the word ‘Autogem’ needs to be tapped.
Where to listen?
 LinkedIn Answers is a hotspot for most B2B searches
 Dedicated LinkedIn Groups & Communities on the Automobile Industry
 Facebook communities on the Automobile Industry

 Random facebook positings are a great source of feedback and new ideas
 Twitter’s mandation of short texts puts across precise points

 Highly frequented by B2B users
How to listen?
Radian6 Rowfeeder.com Addictomatic.com Viralheat
 Easy to use ‘Social Media Listening Tools’

 Performs customized search on keywords
 Delivers customized reports highlighting trends, buzz relating to keywords
 Extremely user friendly interface without the requirement for training
 Cheap (in some cases free) to use
 Goes beyond traditial social media platforms into deeper and denser forums
Who within the company should be listening? Impact of consistent listening

 No need for dedicated employees to do the listening  Sharper Crisis Management plans
 Identify people genuinely enthusiatic about social media  Cost effective real time market feedback
to perform the listening  Infinite avenues of business lead generation
 Create a formal reporting system which ends at the Chief  Unrestricted by geographical boundaries
Listening Officer  Probablity of being at the right place at the right time
 Introduce variable incentive system to further promote the  Cost efficient Brand Management
activity  Instant access to information and incidents
 Make listening a fun activity rather than a task  Small step toward a huge domain
Would the senior management really have problems with extremely cost-effective
business environment scanning performed by motivated employees genuinely
enthusiastic about the task on hand being performed during their spare time?
Output from Listening Subsequent Action Step Final Objective

Potential Customers Engage in conversation Convert into customer
Existing customers Feedback Extraction Repeat Business
End Users Feedback Extraction Better Products
New Ideas Check public feasibility Product Development
Each of the subsequent processes involve one activity in common - Engaging
Tapped Content Autogem’s ‘should be’ response

“Looking for innovative telematics manufacturers” Redirect to company links, web community
“No clue on how to use the Autogem Telematics panel” Redirect to FAQ section, appropriate tutorial link,
“Wish cars could someday predict traffic congestions” Do public polling on idea to validate desire
However each of these responses demand an established social media framework

Tapped
Content Tapped Content User Tapped Content User Tapped Content User Tapped Content User
Redirect
Engagement
Layer
Redirect
Internal Layer
Autogem Official
Website
Objectives of  Receive users redirected from the external arena

Engagement  Engage in conversation, provide company & product information, influence
Layer  Redirect to the internal layer for higher business prospects
For a B2B segment like Autocomponents, the engagement process needs to be

(a) Focused (b) Of High Impact
Social Media Anthropology reveals that 91% of the Autocomponent prospects are found on
LinkedIn Facebook Twitter Youtube
 Create Autogem LinkedIn  Create Autogem Facebook page  Create Autogem Twitter account  Create Autogem channel
community  Conduct industry discussions  Post links to updates  Upload Product simulation video
 Integrate company profile via  Conduct product launch via  Actively respond to industry  CEO message
slideshare Facebook games bytes  Interactive press releases
 Get the senior management on  Tag popular automotive  Post Autogem website link  Industry Webinar recordings
board communities to gain visibility  Post links to interesting industry  Subscribe to industry
 Initiate industry discussions  Integrate product simulation articles channels
 Have product links in place videos via Youtube  Answer customer queries  Encourage customers to follow
 Mention Autogem website link  Post updates  Come across as industry expect channel
 Mention contact details  Have product links in place while responding
 Participate on LinkedIn Answers  Mention Autogem website link  Tap industry analysts
and redirect users to LinkedIn  Mention contact details
community
 Make important announcements
Who within the company should be involved? How to drive traffic to the communities?
 Dedicated people from Corporate Communications should  Mention link to communities in newsletters, websites
put the engagement layer in place  Send mailer to all customers with links embedded
 Create a pool of people from various functions  Participate in industry discussion on other forums and
(enthusiastic about Social Media) to respond to specific mention social media links at the end
issues on the communities  Come across as industry experts in industry discussion
 Promote the work as a fun activity  Include community links in signatures
 Put in place a variable incentive system to reward  Promote interesting discussions on communities
participants  Get Senior Management to participate
 Corporate Communications team should begin the project on a ‘pilot’ basis

 On observing increased activity, highlight tangible results to the senior management in the form of increased website
inquiry as a result of communities
 Show snippets of meaningful converstations with potential customers
 Show snippets of customer conversions, new ideas being generated on communities, analysts comments
 Explain the cost effectiveness of the process (all the above engagement processes are completely free of cost)
 Highlight heightened employee enthusiasm regarding the process
 Finally convinve the senior management to convert project from ‘pilot’ to ‘full time status’
1 Hour old Tweet tracked using Radian6 Response Options

 Post link to Telematics simulation video on
Autogem’s Youtube Channel
 Reply with link to product FAQ section on the
Autogem Website
 Ask for contact details and get in touch
personally
Social CRM Know-it-all System

Bytes obtained from Listening on Social Media Bytes obtained from Listening on Social Media
Input to ‘Customer Relationship Management’ Engine Preparation of anticipated FAQs
Enhanced & Optimized Customer Service Posting of FAQs on Social Media Communities
Better Requirement Enhanced customer Quick availability of Provides complete

Fullfilment Process pulse product solutions clarity to customers
 If links to any of the Autogem communities or website are returned amongst the top results to the above search, its bound to
enhance the Brand Visibility & Awareness
 From thereon, a click on the appropriate link would absorb the potential customer in Autogem’s Social Media cycle
Tools  Implement Search Engine optimization

 Social media channels by default are optimized for higher search engine rankings
Impact  Organic increase in brand visibility

 Search Engine Optimization occurs free of cost owing to social media integration
Alternate SEO  Active participation with company name on Social media forums (LinkedIn Answers)
 Inbound links to company website owing to social media channels
Techniques  More the clicks, higher the ranking
Why  Easier to understand and comprehend as compared to reading text

 Brings in credibility as the data being streamed cannot be tampered by third parties
 Brings in personal connect between the company and the customer
How  Videos captured on Youtube and integrated with

 Product section on Autogem’s company website
 Streamed on the Facebook page of Autogem
 Link to video posted on Twitter & LinkedIn account of Autogem
Autogem
Senior Marketing Operations Plant Customer

R&D Team
Management Team Managers Managers Service Team
 Internal Blogging System to enhance idea exchange

 Internal Wiki to increase idea sharing
Tools  Internally resticted Wordpress platform

 Internal Wiki platform
Impact  Fosters idea exchange & creates scope for co-creation

 Improves scope of synergy
 Reduces gap between senior management and employees
 One fine day, an employee on the shopfloor discovers a better way to fix gearbox problems.
He conveys this to the plant manager who put it on the internal blog. Thus the idea spreads
throughout the organization in a whiff
Buy - In  Needs to percolate from the Senior Management in the initial days
 An idea posted on internal blogging system receiving a comment from the Senior
Management would automatically lead to rapid buy-in from the workforce
Autogem
B2B Industry Senior Customer

Workforce End Users
Customers Analysts Management Service Team
Official Online Community - Autogemi
Tools  Exclusive interactive webspace open to crucial stakeholders of Autogem
Impact  Binds together all the stakeholders

 Brings in transparency, influences the inflencers
 Enables idea generation
 Excellent medium for feedback and reciprocal
Buy-in  Personal invitations to all the stakeholders

 Senior Management of Autogem needs to take the initiative
 Industry analyst participation needs to be encouraged by providing them a forum for their
ideas to be heard and acted upon
Product Blogs Highly Interactive media

Customer Feedback
Leads to Immediate customer connect
New Product Updates
Co-Creation & Co-evolving
Youtube Video – CEO’s
message to the customers Interactive new product
descriptions
Product Simulation videos
Accurate expert comments
Ideas from the R&D Team
Analyst comments Encourages knowledge sharing
New Product ideas Builds transparency

 Star feature to be deployed on the Online

Community
 Involving customers in designing and creation
of products
 Brings about a sense of ownership amongst
the stakeholders
 Leads to innovation and creativity
 Helps influence the influencers, keeps them aware of the proceedings at the company
Industry Analysts  Creates forum for intake of expert views leading to better products
 “Autocomponent Products fast moving towards digitization” – Analyst Comment
 Creates a closely knit relationship which is at the core of B2B

B2B Customers  Enables customers to have a direct say in the products being designed
 “Can we look at more durable materials for the gearbox” – Customer Comment
 Every B2B product finally ends in a product being used by the consumers
End Users  Enables intake of direct feedback from consumers
 “The Telematics panel looks just too complicated” – End user comment
Senior Management  Brings in a sense of credibility

 Promotes the importance of such a community
 “We are consistently working on your feedback to serve you better” – CEO Comment
Autogem Automobile Company End Customer
 Once the consumers are have confidence Autogem, it becomes an important consideration during their next purchase
 By influencing the end user, Autogem is indirectly influencing Automobile companies to use its components
 Such branding also enhances Autogem’s business in the Aftermarket segment
How  Providing information and educating the consumers through social media
 Visuals on Autogem’s Youtube channel
 Positive comments by brand advocates
Further enhancing Brand Value

Tapping  Influencing the Infulencers
 Positive word by brand advocates heavily enhances brand value, specially in component
Brand branding
Advocates  Invite them to participate in Autogem’s exclusive online community
 Encourage their participation in Autogem’s social media channels
 Interactive press releases

Alternate  Interactive annual reports containing hyperlinks and company specific jargons
means  Newletters containing social media links and multimedia content (YouTube video)
 Targeting Social Media mobile applications
 Environment friendly components

Difficult to communicate  Components in sync with regulations
softer aspects  Corporate Social Responsibility
Facebook Games to the rescue

 Design Autogem automobile game on facebook
 Integrate Autogem components in the game design
 The player earns green credits everytime he replaces his
autocomponents with those of Autogem
 The components depicted as safe and environment friendly
 Include CSR credits for green initiative slike turning off engine at
stoppage
Impact  Communicates softer aspects of Autogem thereby generating positive buzz

 Highly interactive way of building customer connect
 Mass branding and awareness amongst people of all ages
 Spreading social message in a completely business centric manner
Alternate use of  Can be used for online product launch

 Apt medium to engage automobile enthusiasts
Facebook Games  Enhances consumer awareness about Autogem products
 Rare opportunity for a B2B company to become a household name
Tools  LinkedIn Job postings

 Twitter job postings
Impact  Drastically reduces recruitment costs

 Provides wider recruitment pool to choose from
 LinkedIn Profiles (recommendations & testimonials) provide in-depth prospect info
 Discloses candidate’s ability to network and stay abreats with latest technologies
Implementation  HR Team should consider social media as formal means for recruitment
 Variable pay incentives for reduction in cost owing to recruitment on social media
 In order to optimize use of Social Media at Autogem and enhance its effectiveness, a customized set of
Integrating Factors (specific to Autogem) are recommended
 Each of the Social Media processes need to be implemented keeping these integration factors at the base
Adherence to Corporate  All social media communication needs to be in sync with the
Corporate Communication guidelines at Autogem
Communication guidelines  Strict uniformity needs to be conveyed while communicating
via social media
Synchronization with Autogem’s  All social media communication should be in adherence to

the core values of Autogem
culture & core values  Only then can the organization be replicated on the social
media
Prevalance of the final word of  In any issues relating to Social Media communication,
Autogem’s brand advocates need to have the final say
identified brand advocates  This is to ensure uniformity across all communication goven
the hetrogeneity of Social Media
Adherence to ‘Social Media Policy’ Guidelines for Autogem Employees

With multiple employees representing Autogem on the Social Media, having a standard set of
guidlelines are an absolute must
Risks of not having  Inconsistent and distorted posting of information

 Company integrity & credibility at risk
a Social Media  Chances of misrepresentation of company
Policy  Risk of brand image taking a hit
 Confusion in the minds of employees over permissibles
‘Social Media  Stick to area of expertise and provide unique, individual perspectives
 Be professional in the use of words, avoiding offensive words at all costs
Policy’ Guidelines  Do not state figures and facts in situation of uncertainity
for Autogem  Use disclaimers in tricky situations
Employees  Respect Autogem’s proprietary and confidential information
 Take stock of the audience before posting or responding
 Do not vent emotions or get personal
 While disagreeing with others, keep the tone polite and appropriate
 Strictly follow the Corporate Communications guidelines and Autogem’s code of conduct
 In case of a mistake, immediately accept the same and inform the Corporate Communications
team
 Maintain a regular record of all postings to avoid ambiguity on a future date
 Avoid competitor comparision unless the facts are official
 Respond to queries within minimal time
 Avoid leaving conversations mid-way
 Keep all postings simple and authentic
Stage Crucial Measurement Parameters

Listen  Time lag between posting of feedback and tapping by listeing tools
 Frequency of new ideas captured
 Reduction in Crisis Management reaction time
Engage  Number of new product inquiries generated on Autogem’s social media channels
 Number of new ‘feasible’ ideas captured from discussions
 Reduction in issue resolution time of a customer
 Number of brand advocates engaged on Autogem’s social media channels
 Number of customer queries resolved on social media channel
 Number of redirections to corporate website
 Number of Slideshare corporate profile views
 Number of employees who feel enthusiastic about social media volunteering
Align  Number of customer issues resolved online

 Number of website hits from SEO
 Conversion in terms of sales
 Number of enquiries from the end user
 Number of positive posts by Brand advocates
 Number of new hires due to LinkedIn
 Number of modules added to CRM engine due to social media listening
 Number of product simulation video views
 Number of new qualitative customers
 Reduction in support costs
Integrate  Uniformity of posts, number of instances of confidential info leak, number of tussles
AVALON
Consulting
Presentations by:

33
Presentation 2
Team Name: Spitfire Institute Name: IIM Bangalore
Ketan Ray Shekhar Gurav
Pic Pic
 Pre MBA Experience –  Pre MBA Experience –
 Aricent (2005 – 2008)  Deloitte Consulting (2007 - 2009)
 Westell Inc., USA (2008-2009)  Pre MBA Education –
 Pre MBA Education –  B.E. (Electrical) from VJTI Mumbai
 B.E. Computer Sc. (N.S.I.T., Delhi Univ.)  Interests –
 Interests –  Academic
 Academic - Research Projects  Branding, Strategy
 Non Academic -Guitar, Choreography  Non Academic
 Alt-Rock, Graphic Novels
AVALON
Consulting
34
New Age Media
A Social Media Services Company Catering to 12 Fortune 500 Companies
Finding Sun Tzu

Challenge
2010
Team Name: SpitFire from IIM Bangalore
Shekhar Gurav (PGP 2009-11)

Ketan Ray (PGP 2009-11)
The Social Media value-add in B2B
Developing a real time, two-way business ecosystem
B2B Firm
Thought Efficiency &
Leadership, Productivity
Creativity &
Innovation
Peer
Commitment Insights & Participation
Knowledge Access
Trust Bank
Feedback Choice
Visibility Information
Sustainability Empowerment
Conversation
Mediation & Contribution
B2B Ecosystem
Social Media is not just a tool, but it’s a new and fastest way to add immense value in all B2B activities
from generating leads to cultivating thought leadership
Finding the fit
Looking beyond Marketing & PR tactics…
Corporate Communication Corporate Strategy
Policy •Brand Building
•Social Lead Generation
•Develop social media strategy
•Creating Value Merchants
•Train social centric sales staff
•Decreasing Sales cycle
•Encourage Thought Leaders from across
•Proactive Crisis Management
the organizations to Participate
•Migration to Social CRM
•Generate Relevant & Contemporary
Content •Sponsored Community Marketing
Corporate •Enterprise Collaboration
Communication
Corporate Social Media Tool
Strategy Selection & Setup
Quantification
Participation •Social Campaign Tracking
Coaching & •Real-time Online Analytics
Quantification
Training
•Engage & Personalize Customer 2.0
•Dashboards
•Agenda, Rules, Network Configurations
•Shared Frames of Reference
•Norms, Obligations & Social Identification
Innovation
Content
Innovation •Co-creation & Co-opt
Marketing
•Crowd-sourced R&D
•Service Delivery
Online •Business/Revenue Model
Learning
Engagement Seller Firm Learning
•Social Sales & Collaboration Insights Buyer Firm Learning
•Industry trends & demand patterns •Product Knowledge Development
•Supplier-firm & Buyer-firm Needs, Issues, •Lesser Known Products/Solutions
Pain-Points & Concerns •Industry/Technology Trends
•Competitive Threats & Opportunities •Reduced Post purchase dissonance
Issue #1: Lead Generation Today B2B decision makers are spending 99% of
their time researching & talking to each other
 70% of the leads passed to sales
team are low quality, unqualified Now 92% of B2B purchases have some portion of the process initiated
online with ZERO human intervention
 Average YIELD from leads just 1-2% (against
$250-400 per sales call) How we solve this issue using Social Media
 Traditional marketing with limited sales  Use Lead Score Profiling to deliver “sales ready” leads aligning it against
staff can’t generate multiple touch-points offline lead qualification system
with clients
 Locate and target leads at the moment of interest
 Buyers 2.0 wants attention from people &
not companies  Expand your reach exponentially by using platforms accessed by millions
of potential leads in REAL TIME
 Static Corporate Websites can’t engage
“sitting duck” clients  Enable SME, reduce campaign cost & yet improve ROI
 Increase lead conversion by maintaining buzz around your offering

throughout the sales/purchase funnel
 Move seamlessly from Mass Mailing to Online Prospect Networking by

making your company website into “the go-to portal” and individualize
your sales pitches
B2B lead generation marketers using ROI metrics are more

likely to anticipate much greater growth than their competitors
(22% vs. 10% of all others)
-- ThomasNet Industrial Marketer
Issue #2: Content Marketers on an average spend over a quarter of their
Management marketing budget on content management
-- B2B Content Marketing: 2010 Benchmarks, Budgets and Trends
 Decision makers expect robust Though channels have revolutionalized from static websites to dynamic
benchmarking & deep domain knowledge social networks, even the best companies fail to extract full value from
content management
 Continually spinning out novel & engaging
content is time consuming How we solve this issue using Social Media
Among those who use content marketing, 79% have adopted social media tactics,
but only 31% of those who use social media rate the tactic as effective in their
 Buyer 2.0 wants content that addresses his  Identify and engage thought leaders from critical business functions
marketing
specific issues, so scope gets huge
 Drive adoption and change management within the organization
 Difficult to engage on complex
product/service offerings  Facilitate collection and real time collaboration among departments to
generate content
Content Management: Challenges
 Establish crowd-sourced R&D to pace innovation through symbiotic
relationships
 Create, manage and publish content on social media channels through

our in-house domain experts
 Install Contributor Recognition/Reward System to encourage activity &

engagement
Nine out of 10 B2B marketers are already using content

Source: B2B Content Marketing: 2010 marketing to grow their businesses
Issue #3: Buying Cycle 50% of industrial buyers have selected one
 Seasonal buying cycle are dead; now we
supplier over another primarily based on the
have UNLIMITED buying cycles capabilities of that supplier’s website
-- Outsell (2008)
 Buying units information and behavior
changes over the long buying cycles How we solve this issue using Social Media
 Out-of-sync buying and selling cycles  Lengthen the marketing cycles but shorten the sales cycles
 Buyers now determine their own schedule  Integrate social media & WoM directly into your sales cycle
for when they want to contact a selling
organization  Real time communication between you and the clients takes schedules
completely out of the equation
 Recommendations from trusted third party
sources (Word-of-Mouth) now an integral  Conduct regular appraisals of your clients and keep track of their needs,
part of buying cycle and see if the actual requirements have changed from stated ones
 Buyer 2.0 wants singular pieces of product information so that they can
utilize it for specific reasons. Now provide that information quickly and
easily via SM by detailing upgrades, modifications, and new services
In 2007, only 15% of B2B marketers used Social

Media for managing the buying cycle; today that
number has quadrupled
-- Ogilvy Research
Issue #4: Crisis Management You can no longer afford the luxury of a day for
 Today every B2B client demands a crisis
the crisis to spread; today 59% of B2B buyers
management plan share their experience online
-- Inside the mind of new B2B buyer (Feb ‘10)
 Crisis communication path needs to be
faster than How we solve this issue using Social Media
Employee -> Management -> Client
 In the digital age, crises don’t just stop • Real time status reporting within and to client
Monitor
between you & client; they go VIRAL
• Develop list of online influencers
Cultivate
 Difficult to dislodge bad WoM from the
internet
• Set up online crisis collaboration site with client
Prepare
 And yet, better crisis handling can win you
the client • Be faster than negative WoM spreaders
Respond
• Create Search Keywords for crisis

Promote
Don’t let crisis establish on your communication

channels because 48% of the B2B buyers are
listening
--Altimeter Research
 The frameworks and metrics have changed; Social/Community Intelligence now a part of BI
Issue #5:
Business  Community + Data = Clutter; Data is abundant but mining for the nuggets is hard
Intelligence  B2B managers not yet trained in converting Metrics into business value
How we solve this issue using Social Media

Sample Metrics Business Value
Total Visits, Page Views, Visitors, Segment
Exposure
Monito
How much universe has been exposed to

by channel / media tactic, Repeat visitors the campaign
r
Organic Search (by Engine / Keyword), How many of the audience are raising
Response Referring Site Traffic, Organic vs. Driven their hands to start a relationship with the
traffic %, Top Content Viewed brand
How many campaign respondents are
Engage
Interaction Store Searches, Product Views /

Interactions, Forum Posts more than interested in the brand
Registrations, Shared creations, ‘Depth’ of How many leads are interested in

Participation Conversation, Repeat Usage, Demographic a longer term relationship to the brand
Segmentation
How the campaign is progressing ?
Manage
Discussion Opinions Gathered, External Blog

Comments, Conversation Sentiment Digital chatter sentiment for the brand
Conversation Chains, Maven Identification Identify brand advocates who could open up
Advocacy new campaign tactics
Forrester predicts B2B interactive marketing spending to reach $4.8 billion by 2014 – almost double
that for 2009 ($2.3 billion)
Issue #6: Relationship The target audiences for B2B communications are
Management amorphous, made up of groups of constantly
changing individuals with different interests and
 Current CRM geared to automate front motivations
office tasks & improving management
visibility across functions, than foster How we solve this issue using Social Media
personal relations.
 Leverage referrals, online customer testimonials & social CRM to build
 Prevalence of transactional relationships networks, trust, reputation & equity.
 Current engagements not in-line with  Monitor top influencers and track sentiments & tone of conversations in
business goals of partners & clients an actionable format.
 Recruit, train, recognize & support customer advocates and value

merchants demonstrate value to both B2B & B2B2C.
 Educate extended network of partners, clients & supplier in effectively

leveraging social media collaboration tools
 Provide advanced dashboards for real-time assessment of breadth and

depth of social media engagement
 Measure based on business objectives like satisfaction index, repeat

orders, number of complaints, etc.
Social CRM complements an investment in CRM by capturing the true,

authentic and unstructured voice of the customer
From Social Media Strategy to Delivery – We manage it all
Social Media Strategy Social Media Delivery
Implementation
Objectives & Goals Market Insights Execute Manage & Grow
Plan
Translate your business Determine Develop a roadmap Realize Social Media Manage the Social
goals into actionable characteristics and for embedding Social project(s) and Media initiative and
Social Media objectives media use of target Media execute the plan develop a growth
audience strategy
 Assess overall  Develop segmentation  Develop a business  Identify and gather  Monitor and measure
business goals to / characteristics of case of social media relevant content social media activity
determine social media target audience projects including risks,  Develop interaction  Keep track of changes
objectives goals, and benefits
 Research target and graphic design in needs of
 Create awareness and audience’s use of  Determine the  Enable SEM and current/potential
understanding of Social social/traditional media metrics/KPIs to clients
keyword marketing
Media and it’s measure the social
 Identify the influencers  Build or configure tools  Set up online crisis
opportunities and media campaign
& mavens from these to measure the collaboration with
challenges  Develop strategy to client
requisite metrics
 Convert these into Social implement feedback
from each metric  Suggest changes in  Perform Community
Media objectives Management &
during & after the organizational
(Listening, Talking, Coaching of client with
campaign structure to manage
Energizing, Spreading, successful use of social
 Develop a case for the social media project
Supporting, Embracing) media initiative
platforms to use during  Build awareness and
the campaign train sales staff
Our tools such as ContentM, Hootsuite & SMetrics can efficiently measure most of the metrics and are
easily configurable to suit your specific needs
From Social Media Strategy to Delivery - Case Studies
Case II: CISCO

Case I: Equation Research
Lead Generation– Energizing
Business goals Lead Product
Lead Generation– Spreading Objective
Generation Showcase
Objective • Launch Aggregated Services Router
Social Media Goals (ASR)
• Position the company as a truly
different Marketing Research co in
B2B space Scale
Listening Large
Scale
Small SM Strategies
Talking • 22 Blogs, 108 Twitter feeds,
SM Strategies dedicated Youtube channel, 79
Facebook groups
• Interactive crowd-sourcing Energizing
approach
• Focus and market a single MR Results
program that was first of its kind Spreading
• 9000 people attend product
Results launch
Supporting • Three times as many press articles
• 200% increase website traffic
as with traditional outreach
• Five-fold lead contact increase
methods
with 400 conversions
Embracing • Launched at 1/6th of normal cost;
(Watch video at
savings of $100,000+
http://bit.ly/c8I0el)
(Read all details at
http://bit.ly/dng5X5)
The Social Media strategy (growth model) encompasses a) Best Practices & b) Implementation Plans
(people, process, technology), and is supported with our Wiki-tool
Focus Vertical I: Consulting Firms
The most important selling point for consulting firms is Thought Leadership
And what enables them to showcase Thought Leadership? Content
How Consulting firms offer great scope for Social Media

 Consulting firms are rich in content (data, methodologies, case studies, insights etc) & content is the currency of Social
Media. At a minimum, social outposts (Twitter, Facebook, Slideshare, LinkedIn) are a natural way to extend the reach of
existing content
 Social media reinforces traditional Thought Leadership marketing activities such as speeches, seminars, studies and
books. Online engagement increases attendance at offline conferences and readership
 Social Media blogs & topic microsites allow a consulting firm to touch a much bigger audience of potential influencers,
creating a virtual scale. Escalate ROI on good ideas
 Social Media gives them the ability to collaborate, stress- test ideas, spur vigorous debates and reach a broad range of
opinion leaders
 Consultants have a new opportunity to shape the thinking at multiple touch points (senior, mid-level, influencers) in an
organization and create value even before the sales cycle begins
Leaders in Thought leadership marketing generate more than 30 leads per month v/s
laggards generating just 10 or less -- Top-consultant.com
How Social Media integrates into Thought Leadership activities
1 1.5 2 2.5 3 3.5 4 Social Media's growing share of

Firm Seminars the Thought Leadership
SEO marketing budget
Firm 's topic microsite
Firm articles in 3rd party publications 100%
5%
Email newsletters 18%
90%
Webinars
33%
Books from firm consultants 80% 28%
Video clips (interviews, cases etc) 70%
Meeting with journalists through PR 36%
Profile on Social networkig sites 60%
Discussions in online forums 50% 33%
Podcasts
40%
Sharing content on 3rd party sites like Slideshare
68%
Posting comments on influential blogs 30%
Online banner ads 46%
20%
Print or broadcast advertising 35%
10%
Involves Social Media 0%
Doesn’t involve Social Media
2005 2010 2015
Offline
Effectiveness of Thought Leadership marketing activities Traditional Online
1 – Least Effective 4 – Most Effective Social Media
Source: Research conducted by Bloom Group, BlissPR &

Association of Management Consulting Firms (AMCF)
We understand the big issues & key barriers in Consulting Firms
regarding Social Media
Big Issues Key Barriers
Source: AMCF
 Lack of clear content dissemination strategy
Though many consulting firms are good at Concerns about ability to refresh content
regularly
creating content, they still do not have clear
Unsure how to use SM to disseminate the
strategy for making the content widely
content
available
Lack of plan to sync disparate marketing
 Static websites traditionally used by activities
consults are not going to solve this
Lack of clarity reg pros & cons of SM
 Determining which channels make sense for
them Unsure how to use SM to develop content
Unsure how to build online followers

 Finding time to exploit these channels This is
a result of having a rich set of new Managing consultants' expectations of
opportunities that most firms are yet to fully rapid results
prioritize within a limited marketing budget Getting marketing people in silos to
collaborate
1 2 3 4
Not a barrier High barrier
Consulting is a fairly conservative profession & thus still lags behind many other verticals in using
Social Media. However considering the immense synergies between the two, this is a huge market
available for Social Media to make its impact
We create a real time end-to end content pipeline for Consults
Content
Content Creation Measurement Business Intelligence
Dissemination
 Put your initial idea on the Unique & repeat visitors, Conversion rate,  Find out the overall lead-
Blogs Subscribers, Inbound Links to-opportunity conversion
web & foster discussions
over it rates to measure ROI of
various channels
 Test & refine a point of # of direct followers, # of 2nd order followers,
view before Microsites Average # followers attracted/day (Velocity)
 Segment your audiences
communicating it broadly into Creators, Critics,
Collectors, Joiners,
 Crowdsource content Spectators & Inactives
# of commenters, Conversion rate, Increased
creation in- & out-side Forums traffic from searchable comments
your firm  Find out which channel is
suitable for whom
> Monitor online activity
in real time Referrals, # of connections, Followers on fan  Monitor their online
Social Networks pages, Comments & Re-tweets behavior to improve the
> Offer time bound content reach
incentives to generate
quality content regularly  Identify & target
Videos / # of views, Comments, Page Rank, Subscribers Influencers; increase the
 Communicate in real time Podcasts to video channels indirect reach of your
with your commenters & campaign
forum peers
Clicks per keyword, Related keywords, Inbound  Track the progress of your
 Track online buzz about SEO traffic, Conversion rate campaign and identify long
trending topics term prospects
# of subscribers, # of views, # of Likes, Page rank,
Doc Sharing Traffic to company profile
 ContentM enables you not only to create content, but depending on your chosen target
ContentM audience it intelligently selects the right channels for you
 It allows you to post links to your content on all relevant sites & social networks, monitor
Single tool to rule them all activity & communicate with anyone in real time
 Creates an interactive dashboard of all relevant metrics for a channel
Consulting Case Study: McKinsey
We implemented ContentM in the content pipeline of McKinsey making it faster, ensuring timely
content generation & expanding its reach by more than 10x
Email Newsletter
Newsletter to Twitter
Web Content
Twitter Handle
Facebook Integration
Focus Vertical II: Health-Care Firms
How Health-care firms offer great scope for Social Media

 36 percent of social network users evaluate and leverage other consumers’ knowledge before making health
care decisions
 55 percent of surveyed Americans get information about a therapy or condition online, according to 2010
Survey of Health Care Consumers, Deloitte Center for Health Solutions.
 60 percent surveyed physicians are interested in using social networks for professional purposes, as per
Manhattan research “Taking the Pulse”.
 65 percent of surveyed nurses are interested in using social networks for professional purposes, according to
Nicholson Kovac Inc, New Media Usage Study: Healthcare professionals, Feb 2010
 B2B service companies showed largest increase in social media spending last year from 6.5% to 11.0%
 Healthcare is a second largest vertical at 11% (first being retail at 13%) using social media for business
information according to B2B Social media benchmarking study conducted by Business.com in 2009
More than 700 of the U.S.’ 5000 hospitals have a social media and social networking presence to
enhance their ability to market services and communicate to stakeholders.
-- Hospital Social Network Data & Charts
How Social Media integrates into Health care industry
Key Issues
 Security & Patient Privacy - Health
Professional
Societies Insurance Portability and Accountability
Act (HIPAA) and FDA
Maintaining Health
& Wellness
Non Profit  Consumer Trust - Deloitte’s 2010 Survey
Health Plans
Foundations
Marketing Maintaining Health of Health Care Consumers suggests that
& Education & Wellness health insurance plans and
manufacturers are the least-trusted
sources of health information
Social
Media  Low usage of social media channels
Federal Public Health except webinars & podcasts.
Regulators Organizations
Disease Public Health
Management Announcement
& Campaigns
Our Offerings
 Reputation Management at all customer
Life Sciences touch-points.
Hospitals
Companies  Crisis Management – swift damage
Personal Health Records Treatment,
Physician & control against loss of public image
Health Professional Training
Clinical Trial Recruitment Hospital Selection  Content Distribution using ContentM™ at
social media touch points
Stakeholders in Healthcare Industry using Social Media
iNSIGHT 6.0
Reputation Management Practice Beyond brand image
iNSIGHT Professional tool to monitor your brands reputation,

analyze sentiment and identify trends
•Scour thousands of social media channels at real

time
• Discovering tweets, posts, status updates
Listen comments, etc across the social web
• Integrates with CRM, SalesForce.com database and

other Web Analytics tools
• Automated Sentiment Analysis with dashboard
Measure widgets
• Quick Share dashboard - easy to share, distribute,

print and analyze
• Guidelines to define a planning, assign tasks, set up
Adapt teams and processes.
• Strategic advice to define reputation management

strategy
• Online consulting, in function of your individual
Act needs and challenges
Healthcare Case Study: Center for Disease Control (CDC)
We used SMetrics & ContentM for CDC making it search engine optimized (#1 Google result for ‘H1N1’)
and integrated it over Youtube (a million views), Facebook (20000 fans) and Twitter (800,000 followers)
Web Content
Facebook Integration
Podcasts
Twitter
Widgets
YouTube Channel
We Provide Social Media Services Across the board
Acquainting
Purchase
Support
Engaging
Observing
Analyzing
Compare prospects explicit info against implicit Measure marketing’s impact on

indicators of buying intent using our Advanced sales revenue pipeline
lead scoring system
Accumulate Digital Body Language to build
Accelerate sales process using real time sales
comprehensive prospect profiles
alerts/notifications of web activity
Integrate Social Media to CRM & Sales force
Cultivate prospects using our personalized lead
automation system
nurturing campaigns
Customer
R&D Operations Marketing PR Sales
Support
We cater to the unique needs of your business at every customer touch point providing a holistic
customer experience to your prospects
No one offers these value-adds other than us
Social Media Risk Management Listen Measure Adapt Act
With exposure to Social Media, organizations must also manage brand, reputational and defamation risks and
protect against the loss of intellectual property or inappropriate disclosures. Hence we help them:
 Clearly establish roles and responsibilities with respect to social media
 Identify risks inherent in the organization’s social media strategy
 Determine required risk management practices including the communication of social media policies
 Implement a process to proactively monitor and respond to what is being discussed online about your
organization
Location Aware services

 Track the location of your commenters, contributors or discussion peers in real time and set up personal
meetings with them (ContentM)
 Allow interested leads to contact you as soon as you come in their location (Phone-based app)
 Translate your content according to the geography of the audience in real time
Social Media has allowed us to move from “communication through brand” to

“brand as an enabler of connections” -- Accenture
About Us
100+ clients (incl. 12 Fortune 500 companies) & growing…
Who we are? New Age Media helps businesses harness the full potential of social media
intelligence to drive superior business performance across their organizations.
Consumers are increasingly going about their lives in a digital environment. They use blogs, social
networks and other social media to evaluate products, make purchasing decisions, share opinions
and connect with friends. Traffic to social networks is skyrocketing and more and more consumers
rely on word of mouth and peer recommendations when evaluating a product or making a purchase
decision. But companies have yet to capitalize on the insights available as a result of consumer-
generated activity. Instead, they’re actively seeking guidance on how to fully realize the promise of
social media as an integral source of consumer knowledge.
What distinguishes us from the rest? We equip companies with the capabilities to better
understand, value and take advantage of these rich consumer insights. Using proven tools and new
processes to drive organizational transformation in line with strategic objectives, we make it
possible for senior executives to extract new value from these insights to deliver value to their
product-development, marketing, and customer service operations. In essence, with our help they
can better embrace social media insights across the very fabric of their organizations. The result?
Unprecedented, measurable business impact, new opportunities, efficiencies and competitive
advantage.
Connect with us:

AVALON
Consulting
Presentations by:

58
Presentation 3
Team Name: Invictus Institute Name: IIFT Delhi
Indranil Ghosh Shilpi Gupta
Pic Pic
 Pre MBA Experience –  Pre MBA Experience –
 Consultant at PwC (Business Advisory Services – PI)  Not Applicable
 Pre MBA Education –  Pre MBA Education –
 B.E. InfoTech, Jadavpur University  Pt. Deen Dayal Institute For the Physically
Handicapped, University Of Delhi
 Interests –
 Interests –
 Mathematics, Finance, Organizational Behavior
 Psychology, Medicine, Literature, Marketing,
 A penchant for the written word, painted strokes Strategy
& a desire to be an accomplished chef
 Reading Books, Gardening, Yoga, Social
networking, Collecting Quotes
AVALON
Consulting
59
Finding Sun Tzu Challenge 2010
TEAM NAME: INVICTUS

MEMBERS:
SHILPI GUPTA
INDRANIL GHOSH
COLLEGE: IIFT-DELHI
TOPIC 1 – PHASE II
Agenda
Implementation Effectively
Identifying Business Plan & Measuring
the Verticals Concept Resources at Success
Hand
We have solutions for every step of the way

> VERTICAL SHORTLISTING PROCESS – HOW WE WENT ABOUT IT...
WE LOOKED AT • THE CHALLENGES FOR B2B
• INDUSTRY SIZE COMPANIES
THE SITUATION
Identifying the • SHARE OF DIFFERENT • SOCIAL MEDIA STILL EVOLVING
Verticals PLETHORA OF OPTIONS,
VERTICALS • CHANGING AT A VERY FAST
TOO MANY BRANDS,
• ANNUAL SPEND BY EACH PACE
DIFFERENT NEEDS,
VERTICAL ON SOCIAL MEDIA • METRICS STILL BEING
COMPLEX ENVIORNMENT
• GROWTH OVER YEARS LOOKED AT
• CAGR • DATA EMERGING
QUALITATIVE INSIGHT
• INDUTRY TRENDS
• WHITEPAPERS
• CURRENT INITAIVES BY LEADING
COMPANIES
• CHANGING CUSTOMER PROFILES
• EVOLUTTION OF ECMOMERCE ACROSS
THESE VERTICALS
FEW POTENTIAL SEGMENTS

SHOTLISTED – IT, COMPUTER
AND HARWARE, BUSINESS
SERVICES,REAL ESTATE , TRAVEL
•.
BASIS OF SHORTLISTING:
OPPORTUNITY ASSESMENT FINALLY TWO SEGMENTS-
(CURRENT AND POTENTIAL FOR 1 COMPUTER AND IT
GROWTH) 2 BUSINESS SERVICES(
SERVICES+OFFICE SUPPLIES) WAS
CHOSEN
> JUSTIFYING THE VERTICALS’ CHOICE
Identifying the
Verticals
But we Damned
“Lies, beg to Differ…the
Lies & Top 100 Global brands
Statistics”
surely know a thing or two…and that’s what
- Lord see…
Regression also indicates…Let’s Courtney, 1895
Source: Wetpaint,
Altimeter Survey
> COMPLEX DIGITAL LANDSCAPE
Business
Concept
> LET’S SIMPLIFY THE DIGITAL LANDSCAPE : THE SIX AREAS OF OPPORTUNITY
Objectives Resources Required Timing / Logistics

Business
Concept
(√ = achieve objectives) (√ = requires high level of (√ = requires long time
resources) / complex)
Research & Awareness/ Desire & Staff & Content & Investment Timing to Complex:
Insights Interest Action Employees Assets Deploy Infrastructure /
Technology
Listening
Search
Content
(Creation &
Distribution)
Social
Engagement
Analytics
(Tracking &
Optimization)
Emerging
Media
(Mobile,
Virtual)
> WHAT WE DO Business
Concept
ENTERPRISE
SOCIAL MEDIA
SERVICES
We use an integrated approach to
social media to scale a new form of
“earned media:” word of mouth.
MEASUREMENT PROGRAMMING
THE SOCIAL We deliver strategy, measureable
MEDIA SERVICES programs, and enterprise change
for clients who need a disciplined
approach to applying social media
PLATFORM
to their business.
SELECTION & Hence we bring a basket of services
ADOPTION that in itself is applicable for all the
Verticals depending upon their
needs and can be implemented in a
phased manner.
> HOW WE DO Business
Concept
PLAN+ AMPLIFY +
ENTERPRISE PROGRAM LISTEN PLATFORM MEASURE
ACTIVATE MANAGE
SOCIAL DIGITAL INFLUENCE SINGLE

ENGAGEMENT VOC
BUSINESS PROGRAM LISTENING POST INFLUENCER TRUST CIRCLE
PROFILING IMPACT
CONSULTING STRATEGY MAP
CORPORATE CONVERSATION CONVERSATION DIGITAL MEDIA SOCIAL MEDIA

SOCIAL IRM
TRAINING MAP MANAGEMENT RELATIONS ROOM + RELEASE
SOCIAL MEDIA SOCIAL SEARCH INTENT CONTENT CONVERSATION CONVERSATION

GUIDELINES GRASSROOTS MODELLING CREATION AMPLIFIER AMPLIFIER
ORGN SOCIAL WEB

OPTIMIZATION EVENT AMPLIFIER BLOG IT!
MODELLING DEVELOPMENT
INTELLIGENCE
CONTENT BUILDING SOCIAL CMS
DASHBOARD
> ENTERPRISE SOCIAL MEDIA SERVICES
SOCIAL BUSINESS • Social Business Consulting:

CONSULTING Strategic counsel for business
leaders
• Corporate Training: Curriculum
and delivery to build capacity
CORPORATE TRAINING within an organization
• Social Media Guidelines: Turnkey
toolkit of ‘how-to’s’ and protocols
• Organizational Modeling: Creating
SOCIAL MEDIA GUIDELINES effective staffing structures & skills
development
ORGN MODELLING
Business
Concept
> PROGRAM SOCIAL MEDIA SERVICES
DIGITAL INFLUENCE LISTENING POST SINGLE ENGAGEMENT

PROGRAM INFLUENCER MAP PROFILING • Digital Influence Program
STRATEGY Strategy: Comprehensive social
media strategy integrated with
marketing and communications
SOCIAL IRM CONVERSATION CONVERSATION DIGITAL MEDIA
for scale
MAP MANAGEMENT RELATIONS • Social IRM: Tools and approach
to managing a scalable database
of digital influencers
SOCIAL GRASSROOTS SEARCH INTENT CONTENT CONVERSATION • Social Grassroots: Tools and
MODELLING CREATION AMPLIFIER
approach to activate networks of
affinity groups and the average
consumer as a collective
SOCIAL WEB OPTIMIZATION EVENT AMPLIFIER megaphone for a brand, product
DEVELOPMENT or issue
• Content Activation: Creation,
distribution and search
optimization of brand content
Business
Concept
DIGITAL
INFLUENCE
> DIGITAL INFLUENCE PROGRAM FRAMEWORK PROGRAM
STRATEGY
Business
Concept
LISTEN PLAN ACTIVATE AMPLIFY MANAGE
SOCIAL ENGAGEMENT
REMARKABLE ADVERTISEMENT
INFLUENCER
RELATIONSHIP EXPERIENCES
MGT
SOCIAL &
SEARCH
INSIGHTS CONTENT SOCIAL & PARTNER
ACTIVATION SYNDICATION
MEASUREMENT
BENCHMARKS
SOCIAL EVERYDAY
GRASSROOTS ENGAGEMENT PERFORMNCE
MEDIA RELATIONS MEASUREMENT
OPTIMIZATION
• Listening Post: Enterprise-level
PROGRAM INFLUENCER MAP PROFILING consumer generated media
STRATEGY
listening across global markets
• Conversation Map: Audits of
online conversations in social
media that drive planning
MAP MANAGEMENT RELATIONS • Search Intent Modeling: Audits
of search engine behaviour and
lexicon to drive planning and
SOCIAL GRASSROOTS SEARCH INTENT CONTENT CONVERSATION content
MODELLING CREATION AMPLIFIER
• Influencer Maps: A segmented
audit of relevant influencers for
engagement
SOCIAL WEB OPTIMIZATION EVENT AMPLIFIER • Conversation Management:
DEVELOPMENT
Tools and approach to driving
‘everyday engagement’ via social
hubs like Facebook, Twitter,
YouTube and more
• Content Factory: Creation,
distribution and search Business
optimization of brand content
Concept

• ENGAGEMENT PROFILING :
PROGRAM
STRATEGY
INFLUENCER MAP PROFILING Full digital and social
engagement profiling &
planning
• Digital Media Relations:
MAP MANAGEMENT RELATIONS Scalable outreach to online
media and influencers
• Social Web Development:
SOCIAL GRASSROOTS SEARCH INTENT
MODELLING
CONTENT
CREATION
CONVERSATION
AMPLIFIER
Design and configuration of
Facebook, Twitter, YouTube
and other social network
hubs for brands
SOCIAL WEB
DEVELOPMENT
OPTIMIZATION EVENT AMPLIFIER
• Event Amplifier: Tools and
team to drive social content
around events
Business
Concept
ENGAGEMENT
PROFILING
> IDENTIFYING ENGAGEMENT PROFILES : WHAT IS YOURS?
Business
Concept
• Engaged in six or fewer channels

with below-average
• Brands are engaged in seven or engagement scores
more channels • Dipping their toes into social
• Robust strategies coupled with media waters
dedicated teams focused on • Cautious about the risks,
social media uncertain about the benefits
• Strong presence in social media
core their go-to-market strategy
ENGAGEMENT
PROFILES
• Engaged in seven or more channels but

with low average engagement scores
• Tend to spread themselves too thin, • Engaged in six or fewer channels and
investing in a few channels while letting have higher average engagement
others languish scores
• Struggles with getting the full buy-in • Social media initiatives lightly staffed
from their organizations to embrace • Started by an impassioned evangelist
the full multi-way conversations with a shoestring budget
> PLATFORMS AND MEASUREMENT
TRUST CIRCLE VOC

• Insider Circle: A scalable social
IMPACT platform for managing
influencers and fans
• Social Media Room + Release:
The next-generation press room
SOCIAL MEDIA and social media release in app
ROOM + RELEASE
form
• Conversation Amplifier:
CONVERSATION Aggregator
AMPLIFIER • Blog Plus: Web 2.0 publishing
platform
• Brand Intelligence
BLOG IT! Dashboard<Need content>
• VOC Impact: Voice of Consumer

INTELLIGENCE
DASHBOARD Impact is about Social media
measurement reporting on
reach, preference and action
Business
Concept
> DEFINING CORE VALUE PROPOSITIONS Digital Footprints are traces left by
Increase Touchpoints using
someone’s activity in a digital
–Blog articles, PR, webcasts
environment. Can be:
–Youtube Channel • Passive
–LinkedIn / Facebook • Active – Deliberate and our core
–Video focus area for assisting our
–Search Engine Optimization partners
Sticky Apps
• Connect with the TG
• Dedicated consumer
response mechanism
Consistency is the Key

• Avatar / Photo
• Keywords Business
Concept
Prepare Social
• 140 chars/ 100 words
Networking Profiles for
• Novel our Clients
We believe as a trusted partner our Core Value Propositions should endow our clients with
Dynamic Sustainable Competitive Advantage
> TWITTER STRATEGIES FOR BUSINESS Follow > Create > Engage
STRATEGY FOLLOW CREATE ENGAGE

Implementation
Plan & Resources
at Hand
Customer Customers and Respond to

Content relevant
potential comments about
Relations to customers
customers your brand
Direct to
Answer
Crisis Brand, products additional
questions, raise
and relevant resources,
Management issues, provide
issues updated
info
information,
Corporate Industry leaders, Insights, Jump in the

similar interest expertise, conversation. Be
Reputation groups, become a transparent and
Management news/media thought leader add value
Event
Those interested information, Set up Tweet-
Event Coverage or attending updates, behind ups, talk to
event, media the scenes attendees,
coverage
Top Twitter Strategies
Product Links to online
Current and
promos, Check replies
Promotion & potential
upcoming sales, and DMs
Sales customers
discount codes
Know your
Those interested
Added value: followers, thank
in your cause,
Issue Advocacy industry leaders,
health tips, them for support,
disaster alerts get them
news
involved
> FACEBOOK STRATEGY & CHECKLISTS FOR BUSINESS
Implementation
Plan & Resources
at Hand
ENGAGE DRIVE ACTION ADD SCALE MEASURE
Provide applications Reach

Find & engage existing fans that enlist Leverage offline events - Fans
ambassadors - Mentions
Engagement
Host discussions & provide Provide coupons to Advertise through
useful resources track purchases existing media - Discussions, content,
reviews & posts
Hosts contests with Add your social Web Action

Invite fans to upload
opt-ins for further links to your brand - Contest entries
content
contact Top Facebook- Coupons
Web site Strategies
redeemed
Action
Provide branded digital - Purchases driven
goods -Web traffic driven
- Application users
> METRICS & ROI: EFFECTIVELY MEASURING SUCCESS ROI Reality Che
 84% of social media programs don’t
measure return on investment
Total
 For social media to fully work (for Benefits
Investment
everyone), businesses and brands
need to be able to evaluate the impact
their social media use is having, both
positive and negative
 Here we have given a tool to measure
ROI on social media so that the
strategy and the tools a firm uses can
also be balanced against the costs
involved and the benefits that can be
derived from it.
 This helps a company to optimize its
Social Media spend.
Effectively
Measuring
Success
> METRICS & ROI: TRACK THE METRICS THAT MATTER
Effectively
Measuring
Success
TRACK THE METRICS THAT

MATTER In developing VOC Impact, we had
Three Key Goals in mind
•With two-thirds of the world’s
Internet population now visiting a • The approach must allow for
blog or social networking site, cross-channel performance
driving results through social comparison, specifically
media has become an important including the social media
component of the marketing “channel”
strategy. • The metrics must include
•To help guide brands on social actionable data for in-market
media spending decisions, we campaign optimization
propose to develop and introduce • The model must be simple,
a new business objective-driven objective-driven and cost-
model that provides a quantitative effective enough to use for
measurement framework for every campaign, social media
social media effectiveness—VOC and “360”/multi-channel
Impact
> MEASURING SUCCESS : ALL ALONG THE SALES FUNNEL
Sample Metrics Business Value

Total Visits, Page Views, Visitors, Tells us a story about the universe
Segment by channel / media tactic, exposed to the campaign
Exposure
Repeat visitors
Organic Search (by Engine / Tells us a story about how many of
Keyword), Referring Site Traffic, the audience are raising their hands
Response Organic vs. Driven traffic %, Top to start a relationship with the brand
Content Viewed, Web Content
Analysis
ONLINE ENGAGEMENT
Interaction Pictures created, number of Tells us how many of the campaign

creations, Sends to Friends, Store respondents are showing us that
Searches, Product Views/Interactions they are more than interested in the
brand
Participation Registrations, Shared creations, Tells us how many of our universe are
‘Depth’ of Conversation, Repeat showing a longer term relationship
Usage, Demographic Segmentation commitment to the brand
Discussion Opinions Gathered, External Blog Shows us how the campaign is
Comments, Conversation Sentiment progressing by observing digital
chatter sentiment for the brand
Advocacy Conversation Chains, Maven Helps us to identify brand advocates

Identification who could open up new campaign
tactics
Effectively
Measuring
Success
> METRICS MATRIX – EVALUATING CAMPAIGN IMPACT & WHAT THEY INDICATE
Effectively
Measuring
Success
Reach & Positioning Awareness Consideration Preference Action Loyalty
Blogs, site, microsite, applications,

other
Volume of online conversation, Cost
per Online Conversation Generated
(CPICG)
Share of voice in category (=Volume
for brand/volume for category)
Cost per Increase in Share of Voice
(CPISV)
Search visibility (for relevant
keywords)
> METRICS MATRIX – EVALUATING CAMPAIGN IMPACT & WHAT THEY INDICATE
Effectively
Measuring
Success
Preference Awareness Consideration Preference Action Loyalty
Sentiment index of online conversation

(% positive–%
negative)
Share of positive voice in category (=
brand positive mentions/category
positive mentions
Relative net promoter score (NPS) in
category (=brand NPS category NPS)
> MARKETING PROCESS – OUR PITCH
How do you know what you don’t know?
Am I losing website What is my share of
visitors and share of voice display and search
How many consumers
to my competitors? advertising,
visit my website versus
benchmarked versus
the competition??
competitive impressions?
Have we missed any What are the

important steps or features of a world-
forgotten any class online
considerations? marketing
campaign?
THANK YOU!
AVALON
Consulting
Presentations by:

85
Presentation 4
Team Name: Lucky Dice Institute Name: IIM Kozhikode
Daisy Basumatary Sree harihara Vignesh
Pic Pic
 Pre MBA Experience-  Pre MBA Experience –
 Assistant Engineer, Brahmaputra Valley Fertilizer  Software Engineer , Cognizant Technology Solutions
Corporation Limited, Assam
 Pre MBA Education –
 Pre MBA Education-
 Bachelor of Engineering (EEE), CEG, Anna University
 Bachelor of Engineering (Chemical), Assam
Engineering College  Interests –
 Interests-  Marketing, HR, Economics
 Operations, Marketing, HR  Singing, Guitar, Mouth Organ
 Poem writing, Dancing
AVALON
Consulting
Finding Sun Tzu Challenge
Team: Lucky Dice

Team Members:
Daisy Basumatary, Email id: daisyb13@iimk.ac.in
Sree harihara Vignesh, Email id: sreehariharavs13@iimk.ac.in
FLOW OF PRESENTATION
Segmentation
Social Media Selling the idea
and strategy
and tire industry internally
association
Analysis of the Implementation Selling the idea

social media
Overview externally
landscape
Explanation of Strategy
Social Media
the 4Centric
Strategies Implementation
strategies
4Centric 360 degree view

Strategy Metrics
of the 4Centric Conclusion
selection
-An overview strategy
Social Media and tire industry
• Social media has become a powerful tool in leveraging the traditional functions of any business model,
although the potential of social media has not been exploited fully in B2B business model. The project aims
at exploring the potential benefits of social media in B2B business of tire industry and feasible
implementation plan of the same.
Tire companies •The tire industry has become highly competitive

Bridgestone Cooper with major shift of manufacturing bases to low
cost regions happening and also due to entrance
Michelin Sumitomo of foreign competitors from low cost regions with
transplant suppliers.
Goodyear Yokohama •The industry landscape is ever changing due to
technology innovations and changing consumer
Pirelli MRF
demands driven by legislation regime.
CEAT Birla •One of the way to sustain competition is to
create a strong network across industries with
close proximity to the end users
•Social media is used minimally among tire
manufacturing companies. Most of the biggest
manufacturers lack a proper medium for
dialogue and thereby actively engaging end
consumers. A few examples of social media usage in tire
•The predominant social media tool that exists industries:
in this industry is blogging. This medium is not •Interactive center by Michelin (traffic number)
approached as a major or at least a significant •Presence in facebook, twitter, youtube
resource by business organizations. Even when
used, it is employed in a more scattered
manner .
The Social Media Landscape – Offerings
Publish
Social
Share
Games
Virtual
Discuss
worlds
Social
E-community strategy Reputation Aggregator strategy
Media
Online sites where people A site that provides
aggregate around a rankings of content/sites.
Social common interest area People use this to decide
Live
cast
Networ with topical interest and what content they want
ks often includes professional or need. How high a site
content . Ex: IT Toolbox appears in a search
result influences the
Live Micro site’s reputation
stream bloggin
g
Blog strategy Social network strategy
A digital library; authors Member-based
post dated journal entries communities that enable
that readers can comment users to link to one
another through invites.
Ex: LinkedIn, Facebook,
Orkut
4Centric Strategy - An overview
Social media can be used in tire industry in different ways: supplier centric, buyer centric , middleman centric,
and end consumer centric. While the first three approaches follow predominantly B2B model, the end consumer
centric approach tries to interact with the end user (vehicle purchasers) directly following B2C model
Seller centric approach Buyer centric approach

•A platform for tire industry as a supplier and vehicle •A platform for tire industry as a buyer and raw
manufacturers as buyers
material as suppliers
Rationale
Rationale
•Increase the bargaining power of suppliers
•It will increase the bargaining power of the buyers
•Improve the suppliers network-sustain competition
•It will Lead to cost reduction
from low cost region suppliers
•It will improve Information sharing among the buyers
•Share Information about design technology
as well as between buyers and suppliers
•Improve relationship with buyers
•Get more access to suppliers
•Get more access to buyers
Middleman centric approach End consumer approach

•A platform to act as a middleman between the raw •A platform for direct interaction between the end
material suppliers and vehicle manufacturers consumer and the tire industry
Rationale Rationale
•Information sharing across the entire value chain •Get a chance to educate the consumers about their
•Improved relationship among the entities involved in products and their relevance fitting into newly
value chain employed regulations for environment-brand
•Better idea about trend and technology upgradation awareness
Identification of various functions in each approach which can be leveraged by social media
Supplier centric approach Buyer centric approach
• In the value chain of automotive industry, tire industry • The relationship between the raw material suppliers and
finds itself in a strong position with a strong distribution the tire industry as a buyer depends on adherence to
network and marketability quality standard required by the end users
• Social media can help leverage the performance of • Hence information flow plays a critical role among them
various functions like sales & marketing, distribution in a in achieving the competitive advantage.
tire company in improving the sales figure
Marketing
Raw Material
OEM suppliers
Distribution Procurement
Raw Material
Replacement
suppliers
Sales
Functions where social media can
Functions where social media can Suppliers help Tire company
Tire company
help Buyers
Benefits of Social
Short term goal Short term goal

Brand awareness Long term goal Cost affordability Long term goal
Media
Thought leadership Information flow

Competitive advantage Competitive advantage
Improved brand recall Sustained long term
relationship
Middleman centric approach
• The middleman centric approach in implementing social media into business processes is a wider approach than rest
of the approaches in the sense that it opens up the platform for everyone involved in the entire supply chain
• The success of this approach will depend largely on the collaboration of different entities in the value chain which will
help improve the clarity of the processes
Rubber
Industry
OEM
Carbon
black/Silica
Replacement
Tire cord
Industry
Suppliers Tire company Buyers
Benefits of Social
Short term goal

Information flow Long term goal
Media
Thought leadership
Successful supply chain
Strong long term relationship
End consumer centric approach
•The business of tire industry is directly impacted by
Influencers in buying process mapped to type of user
the changing behavior of end users although its
business does not take place with them directly
•Social media can help tire companies to bypass the Casual Gen Next
intermediate entities and interact with the end Relationships
consumers directly
•Studies suggest that the usage of internet for product Established user
enquiry by the automotive buyers are on rise. These Friends
internet users can be segmented as follows
Office circle Task Based

Gen Next Uses Mobile as extension of
internet
Established user Nurture and develops online Dealer Researcher
relationship
Task based Task specific usage
Parents Casual User
Researcher Conducts online research before
purchase
Casual user For fun and entertainment
Benefits of Social
Short term goal
Brand awareness Long term goal
Media
Improved sales in
replacement market Brand loyalty
Customer initiated pull at OEM
to buy company’s tire
360 degree view of the 4Centric Strategy
End user centric
End user
Supplier centric
Improved sales
OEM
After sales , Replacement Tyre
market manufacturer
Buyer centric
Raw material supplier

Rubber industry, tire cord industry
Implementation – An overview
Critical to the successful strategy formulation of social media
into business processes is the top management support.
Identification of functions Convincing top management is a challenging job but the
potential benefits of social media cannot be overlooked in the
Identification of social media tools
long run. This calls for a visionary approach with careful
Mapping of social media tools to the planning and dedication.
benefits of the functions
Development of content to be shared
Development of process of gathering

content
Identification of customer segment

Design
optimization
of social
media tools
Mapping of social media into
behavior of customers
Consistency in
Facilitation of conversion by quality
interest group delivered
Measure the impact

Top
management
support
Evaluation
Implementation Plan
• Implementation of social media into various functions of a company requires detailed
analysis of the tools relevant for the each function so that its potential benefit can be
optimized
• Prime factors that drive the success of social media are top management support, consistency of
quality, optimization of social media tools i.e. choosing the right tool for right function
• The basis of implementation plan of social media lies on the content development and
communication strategy development
• Critical to the launch of plan and successful continuation of the same is its ability to engage both
internal employees and external vendors
• The impact of social media on the performance of a company is more of an intangible nature
hence difficult to measure
• A careful selection of parameters having correlation to the impact of social media is to be

done
Segmentation and strategy association
Approach Function Customer segment Tool strategy
Supplier centric Sales/Marketing Business organization: vehicle •E-community strategy
manufacturer, purchase •Reputation aggregator
decision strictly based on strategy
information, adherence to
quality standard, cost
justification
Distribution Business organization: •E-community strategy
distributors, purchase decision •Reputation aggregator
based on long term strategy
relationship, financial benefit.
Buyer centric Procurement Business organization: raw •E-community strategy
material suppliers, long term •Reputation aggregator
relationship strategy
Middleman centric -- Business organizations: vehicle •E-community strategy
manufacturers and raw •Social network strategy
material suppliers, purchase
decision based on quality,
financial performance, access
to market
End consumer centric Branding Vehicle buyers, the interaction •Social network strategy
is of B2C nature, purchase •Blog strategy
decision based on influence on
buying pattern
Selling the idea internally
The interest group who Draw the employees towards
is actively participating social media platforms by
in online platforms providing incentives
already
Encouragement
Social media if initiated by Identify the right could come in the
the top management can people Create incentives form of
expect employee Support from top appreciations from
engagement to a large top management,
extent management recognition etc.
Selling to internal vendors Encouragement
Link activity to
performance output
Treating activity in Training will provide

social media platform as knowledge and clarity
Training about the process
a performance metric Balance between
will ensure employee time and productivity involved and the
participation requirement to ensure
quality
Social media requires dedication

in terms of time, hence to
achieve optimum utilization of
time, a right balance has to be Internal employees: Key Challenge in employee engagement can
made between the spent time
and productivity derived out of it be overcome by initiation from top management
Selling the idea externally
Compensating the time spent is
Providing incentives for crucial in bringing back the
joining the platform external vendors. Two way
would encourage the communication should ensure at
external vendors least some value addition to the
Some vendors may
external vendor
be reluctant to
participate due to
To persuade the external Incentive the fear of
business organizations to Compensate time backlash, they
come to social media spent must be
platform, they must be Communication
encouraged to
communicated the benefits handle it positively
derived from it
Selling to external vendors Protection from

backlash
Best industry
examples
Social media has been If external vendor gets

adopted successfully by the idea that the social
Initiation by top media platform has
many industries. The Information Sharing
external vendors must
management been initiated by the top
be updated about these management, they will
practices be more willing to
participate
The information sharing process
should be credible and reliable
enough to encourage external
vendors to use the platform. External vendors: Key challenge in engaging external vendor can be
overcome by communicating the benefits to them
Strategy Implementation
Implementation plan for end consumer centric approach
Pre-requisites for End user centric strategy

Strategy Targeted brand building though interactive dialogue between consumers and the company by
employing social media
Objective Brand awareness

Create pull from the consumer side
Improve sales in replacement market
Resources Recruit members

Employees
Outsiders-Send invitations by collecting addresses and mail ids to register
Company database:
the dealers from whom customers have purchased their vehicle
List brokers
Paid advertising(SEO)
Implementation plan for end consumer centric approach
0-3 Months 3-6 Months 6-9 Months 9-12 Months
Creation of an E-
Build on existing
community in the
sites: Active participants
form of a discussion
Companies that already should be moved up
forum where •Formation of social
have a website, can the ladder to blog in
customers( end networks
include certain features the company website
customers/ dealers)
that would provide
can log in and type in
certain basic services to
their views
the tire buyers
Features
• Dealer locator • Reviews for tires done • Top bloggers and their • Subscribed members from
by experts from R&D, web links to be featured previous platforms to be
• Tire training centre
end consumers in company homepage invited to social networks
• Online tire care guide
• Send updates on recent • People in social networks
• Online tire care reminder events and request mainly benefit from exploring
• To sustain this Reward
participation lives of friends, families,
• Reminder for promotions for top 5 Positions
colleagues and strangers with
• Incentivize first time
• Emergency tire service similar interest and concerns
joiners
• Send personalized
message to lurkers
Implementation Plan for middleman centric approach
Pre-requisites for middleman centric strategy

Strategy Strategy
Targeted information flow and relationship
building across the value chain
Objective •Improved relationship among the Objective

entities involved in supply chain
•Better understanding of market trends and
responses by the concerned companies
Resources •Recruit members : Resources

•Employees
•Company database:
•the existing buyers and suppliers
•Potential buyers and suppliers
Methodology •Creation of an E-community Methodology

•Send invites to e-communities of suppliers
and vehicle manufacturers
•Host discussion forums related to industry
happenings
Implementation plan for middleman centric approach
0-3 Months 3-6 Months 6-9 Months
To nurture the relationship

built and sustain the
Companies can create an Social Network can further
information flow blog can
e-community and engage help in improving
be created where
in networking with the relationship
companies will share their
other e-communities
ideas in details
features
• Send invites to raw material suppliers and vehicle • Involve industry experts, analyst, experts from R&D • Send invites to the companies already
manufacturers subscribing to the previous platforms
• Facilitate two way communication
• Host discussion forums related to latest trends and • Provide fun and entertainment
• Involve the top management to ensure credibility
happenings • Upload videos
• Provide web links to research papers, top bloggers
Implementation Plan for Buyer/Supplier centric approach
Pre-requisites for Buyer/Supplier centric strategy

Approach Supplier centric Buyer centric
Strategy Targeted improved sales by leveraging on Targeted improved bargaining power by

the relationship with the immediate better information sharing and improved
customer i.e. the vehicle manufacturer network
Objective •Improved sales •Relationship building with raw material

•Improved brand recall suppliers
•Relationship building with immediate •Information flow about product
customers requirements and technology innovation
•Better visibility to the potential suppliers
Resources •Recruit members : •Recruit members :

•Employees •Employees
•Employees from the immediate •Employees from the raw material
customer organization supplier companies
•Company database: •Company database:
•the existing buyers •The existing suppliers
•Potential buyers •Potential suppliers
Implementation Plan for Buyer/Supplier centric approach
0-3 Months 3-6 Months 6-9 Months
•Create E-community to
•Optimize the search
facilitate the two way •Create blog/twitter to
engine to get better
communication with exchange ideas
access to companies
industries
features
• Take advantage of the paid service in being ranked by • Send invites to already existing e-communities used • Host a blog where research experts can
the search engine result by vehicle manufacturers/raw material suppliers upload their ideas and exchange them with
the automotive industries/raw material
• The result headline display should contain attractive • Send invite to the companies who are yet to use
suppliers
theme associated with it social media platform
• Top management (GM, CEO etc) should take
• Host discussion forums with participants being able
the lead to ensure credibility
to log in so that security is assured
• Keep them updated about latest events for eg.
Trade expos
Selection of metrics for evaluating impact of social media
initiatives
Criteria used to choose metrics:
1. Awareness
2. Brand preference
3. Creating loyalty
4. Relationship
5. Information exchange
To assess the extent to which advertising audiences are being reached with sufficient frequency
Minimum number of exposures to an individual to achieve an appreciable
Effective frequency
effect in given time
Effective reach Percentage of audience exposed to ad >= effective frequency
Caution: Quantification of average customer's response to advertising
To Assess website traffic
No of times a specific page is displayed to the user

Page views
Pageviews = Hits(#)/Files on the Page(#)
count of number of files served to visitors on the web
Hits
Hits = Pageviews(#) * Files on page(#)
Impressions Number of opportunities presented to see an ad on the site
Selection of metrics (cont.)
To evaluate the comparative level of ad committed to the brand
Share of voice Brand advertising($,#)/Total Marketing Advertising($,#)
To assess the cost effectiveness of Internet marketing
cost per impression Advertising cost($)/Number of impressions(#)
cost per click Advertising cost($)/Number of clicks (#)
cost per order Advertising cost($)/ Orders(#)

Conclusion
• The potential of social media has not been explored in tire industry to the large extent but
the adoption is happening slowly and in the long run, social media is likely to find an
important place in B2B business processes
• In the present scenario when social media has made its presence everywhere early adopters
will get the advantages of first mover
• Since the value chain of automotive industry is a volatile chain with rapid changes in trends
and emergence of new markets, integration of social media into traditional business
processes can help tire industry in terms of better visibility, close proximity to customers and
up to date information.
• As of now, social media has been used only as a tool which can leverage the benefits of
traditional functions, but in the long run the possibility of it being used as a fully independent
function cannot be denied.
Appendix 1
Guidelines for private communities
1. Invite the right people, keep it private and small
2. View members as advisors to the company
3. Find the social glue, make it member-centric
4. Work at building the community
5. Be genuine, encourage candor
6. Just plain ask
7. Pay even more attention to what members initiate
8. Don’t squelch the negative
9. Don’t ask too much, too often
10. Use the right mix of technologies and methodologies and keep experimenting
APPENDIX 2
Percentage of companies that reported year on

year improvement
Comparison of social media practices of Activity derived from Best in class Industry Laggards
social media Average
250 companies conducted by Aberdeen
Customer satisfaction 94% 49% 15%
group
Classification of number of companies : Actionable insights 84% 42% 11%
50 - best in class, 125 - industry average,
Identifying risk 84% 37% 4%
75 - laggards
Speedy analysis 86% 55% 19%
Recent Usage data Forecast
Usage: Forecasts:
* 86% of B2B firms are using social media, compared to
82% of B2C. * B2B marketing spending on social networking sites is
* B2B firms aren’t as active in social, with only 32% projected to rise by 43%.
engaging on a daily basis as compared with 52% of B2C * B2B social media marketing spending will grow from
firms. $11M in 2009 to $54M in 2014.
* More than half (53.5%) of marketers surveyed said
they currently use social media as part of their marketing
strategy, up from 45% in 2009.
AVALON
Consulting
Presentations by:

112
Presentation 5
Team Name: Outliers Institute Name: SJMSOM- IIT Bombay
Amit Kumar Dhanyal Gopi
Pic Pic
 Pre MBA Experience – Senior Software Engineer :  Pre MBA Experience – BDM ,Creanovation Labs ,
Netcore Solutions(2 years), Bangalore Bengaluru (3 months)
 Software Engineer : TCS (11 months) , Bangalore  Software Engineer, Infor Global Solutions,
Hyderabad (31 months)
 Intern : VMWare(6 months) , Bangalore
 Pre MBA Education – B-Tech ECE ,
 Pre MBA Education – BE-Computer Science, MIT, Government Engineering. College ,Thrissur, Kerala
Manipal
 Interests –
 Interests –
 Academic – Marketing Strategy, Sales, Branding
 Academic – Consulting, Marketing, - Brand
promotion, Customer acquisition - retention  Non Academic – Startups, LifeSkills Training,
B-plans, Latest Web Apps, Google products,
 Non Academic – Entrepreneurship, B-plans, Badminton, Tennis, Sudoku, Chess, Music,
Cricket, Badminton, TT, Clubs, Music, Computer Blogging, StartupSaturdays, Barcamps, et al.
Games
AVALON
Consulting
Outliers ….Lead with us, ALWAYS
Team Outliers
SJMSoM
Amit Kumar Dhanyal Gopi

amit.kumar@sjmsom.in dhanyal@sjmsom.in
+91-9757418218 +91-975752706
AVALON SUNTZU : OUTLIERS-SJMSOM

Selection of Verticals
Criteria of Evaluation for Verticals:
• Level of social media impact on the industry
• Level of social media impact on the business processes
– How it affects purchasing
– How it affects marketing
• How knowledge intensive the industry is
– The higher the online usage in this case
• Level of comfort with the technology for the industry
• Entry barrier in the industry
• Number of players in the market
• Growth potential/Maturity stage of the industry
• Level of personalization of the industry

Comparing Verticals
Vertical Social Media Social Media Is Industry Level of comfort Entry No of Growth Level of
Impact on Impact on Knowledge with technology barrier in players in potential/Ma personalizati
the Industry the Business intensive the Industry the market turity stage of on which can
Process the industry be achieved
Education Tremendous Very High Highly Highly The barrier Very large Very high Very high
impact in Intensive Comfortable is very low, number of growth level of
disseminatin Knowledge so more players potential personalizati
g information based Industry clients termed on can be
always as achieved
sunrise
sector. Sector
has not
matured
Electronics Not much Not much Knowledge Very High Large Good growth Low level of
impact impact Intensive comfortable number of potential, but personalizatio
players the sector is n
more mature
Constructio Not much Not much Not much Not very High Good Fluctuating Low level of
n and Real impact impact as the knowledge comfortable number of demand and persoanlizatio
Estate industry is intensive and is players growth. n
not very restrictive for Sector is
organized normal mature.
businesses

Comparing Verticals continued….
Vertical Social Media Social Media Is Industry Level of Entry barrier No of players Growth Level of
Impact on the Impact on the Knowledge comfort with in the in the market potential/Ma personalizati
Industry Business intensive technology Industry turity stage on which can
Process of the be achieved
industry
Clean Very High Social Very high Highly Very Entry barrier Many new Very high High level of
Energy Media Impact Impact of knowledge comfortable is high both emerging growth personalizati
on the industry Social Media intensive with for products players in potential, on possible
is very affluent on the industry but technology. and services industry, the industry ,depending
business the in Clean supported has not on industries
process information Energy extensively matured, its
is not readily by in inception
available government stage
Health Normal social Normal impact Knowledge Comfortable Entry barrier Not many Good growth Not high level
Care media impact of social media intensive with the use is high for players in potential and of
on industry on business industry but of health care products and the sector is personalizati
process is easily Technology products and services not very on
available low for mature
services
Automo Good Impact on Not much The industry Comfortable Very high Very less Not very Not high level
bile the industry impact on the is knowledge with entry barrier number of good growth of
business intensive but technology in the players potential. personalizati
process restrictive industry Terrible on can be
during era of achieved
recession

Verticals Finalized
The Verticals selected, with reasons:
1. Education and Training
 Tremendous impact in disseminating information at a more rapid rate than any of the traditional media, radio, TV or print.
 Very High impact on business process
 Highly Intensive Knowledge based Industry
 Very Comfortable with the use of Technology
 The barrier is very low, so new businesses are always getting started, which will make our expertise in education sector much
sought after.
 Very large number of players in the market
 Very high growth potential termed as sunrise sector. Also the sector is not matured enough
 Very high level of personalization can be achieved
2. Clean Energy
 Very High Social Media Impact as the industry is very affluent
 Very high Impact of Social Media on the business process, because of the richness of the allied industries
 Highly knowledge intensive industry but the information is not readily available
 Very comfortable with technology.
 Entry barrier is high both for products and services.
 Many new emerging players in industry, supported extensively by government.
 Very high growth potential. The industry is in still in its inception stage and is immature
 High level of personalization possible ,especially in services that can be offered by the business houses.

Businesses included for Education Sector
The businesses which will come under the umbrella of B2B social media marketing of Education sector are:
1. Corporate training across the following industries
– IT
– Manufacturing
– Education
– Logistics
– Banking and Insurance
– Food and Beverages
– Healthcare
– Automotive
– Energy
2. Content both offline and online, which includes
– Print
• Magazines
• Books
– Audio
– Video
– Online materials
3. Education Infrastructure
– Electronic systems
– Lab equipments and instruments
– Teaching aids

Businesses included for Clean Energy Sector
The businesses which will come under the umbrella of B2B social media marketing of Clean Energy sector are:
1. Renewable energy market
– Wind Power
– Hydropower
– Solar energy
– Biomass
– Biofuel
– Geothermal
– Tidal
– Nuclear
– Photo voltaic market
2. Services available
– Carbon trading
– Emission reduction
– New plant setup
– Green building

Social Media Services-Education sector
Service Applicability (Y/N) Specifics Reasons
Blogging Yes Wordpress.com Blogspot.com Blogs main source of

knowledge
Micro-Blogging No NA Chunks of information is
ineffective
Social Networking Yes Facebook, orkut, linkedin, Academia, Corporates are
present
Video sharing Yes Youtube , AOL Best mode of knowledge
sharing
Document sharing Yes Slideshare.net , Scribd.com,google Easy to disseminate
docs information
Social bookmarking No NA Data easily available
Podcasting No NA Less value addition
Photosharing No NA No value addition
Wikis Yes Wikipeadia,yahoo answers Knowledge sharing source
Online Games Yes Social gaming websites Easy to learn for students
Social Media Services-Clean Energy sector
Service Applicability (Y/N) Specifics Reasons
Blogging Yes Wordpress.com Blogspot.com Blogs main source of

knowledge
Micro-Blogging Yes Twitter Recent frequent updates are
necessary
Social Networking Yes Facebook, linkedin, All B2B players will be
present.
Video sharing No NA Not much value addition
Document sharing Yes Slideshare.net , Scribd.com,google Much of the knowledge

docs sharing happens through it
Social bookmarking Yes Reddit, delicious, digg, References
stumbleupon
Podcasting No NA Less value addition
Photosharing No NA No value addition
Wikis Yes Wikipeadia,yahoo answers Knowledge sharing source
Online Games No NA Irrelevant

Why Outliers?
• Factors affecting B2B social media strategy which yield negative results for the companies
– Starting with tactics, tools, and technology rather than objectives.
– Don’t know exactly how their customers use social technologies while working.
– Lack of experience with social applications.
– Perplexed by the constantly evolving social media environment.
– Inability to adapt B2C strategies to the B2B environment.
• Challenges in the Social media marketing

– Social media involves complex analysis of each sector, sector’s online presence, their online well wishers
activities and the ways to effectively market the sector.
– Tools to be used are very specific to the sector and depends on the maturity of the sector.
– It’s a challenge to keep the users engaged in the social media marketing of the sectors/products.
– Proper monitoring infrastructure needs to be put in place and core analysis of the data collected need to be
done. This can be used to get the ROI.
– Competitive analysis of the companies in the same sector need to be done to get a company edge over its
competitors.
– Learning from the past success/failure will be used to optimize the social marketing plans, which are very
essential to create a buzz.
– To clearly define the client company’s objective and to envisage their social marketing plan, clearly. This
involves total cost, infrastructure required and approximate period to be able to see the returns.

Core value proposition - Outliers
– Unique Outliers’ framework which can be applied to • Outliers B2B social media lead generation pipeline
the business to identify the various processes in the – Develop a content strategy
select business segment that can benefit from social – Build An Infrastructure To Gather Leads
adoption
– Establishing Back-End To Manage Data
– Construct Workflow To Maximize Conversion
– Offering custom social media policy based on your
requirements and implementation using following – Institute “Social” Sales Follow Up and Nurturing
media whichever is appropriate – Establish An Autopsy
• Blogging
• Micro blogging
• Commenting
• Social networks
• Online video
• Presentation and document sharing
• Widgets
• Bookmarking
• Photo sharing
• Podcasting
• Virtual worlds
• Wikis
• Online Games
Core value proposition - Outliers
• Outliers’ tools • Outliers’ services

– Social Media Identity Check up – Stay-in-Touch Campaigns
– Social media monitoring , based on – Accelerator campaigns
searches across various social media – Lead lifecycle campaigns
– Social Sharing – Lead Handoff
– Social Validation – Lead recycling
– Social CRM Systems
– Unique social media management
system - manage multiple social • Outliers’ Team : Experts
accounts from one application – Social Marketing Specialist
– Social media metrics / ROI – Social Media Strategist
measurement – Social Media Manager
• Blog metrics – Social Media Analyst
• Twitter metrics
• Video analytics – Content developers
• Twitter specialist
– Online analytics • Bloggers
• Facebook specialists
• SEO Specialists

USP : Outlier’s Core System Architecture
Outliers Social Website containing information Client’s Corporate Website containing
about its clients in 2 verticals several social media links
Photo
Twitter Facebook Blogging Videos Pod Casting BookMarking Widgets Wiki
Sharing …….
Accessed from Outlier’s UI provided to client
API Request
Outlier’s
Analytics Tool Outlier’s Server Infrastructure
Social CRM
Supplier 1
Client and the suppliers can Request/
connect to 3 Social media Reply
websites
Supplier 2
Desktop Application
Client
…….
Connected to Outlier’s Server
Supplier n
USP : Outlier’s Core System Architecture
• Outliers social website:
– Contains the details of all the social media presence of all the firms registered with us in the two verticals Education & Training
and Clean Energy sectors.
– A single point source to explore the various firms in the above 2 sectors
– Essentially for the upcoming firms in these 2 sectors which don’t have much visibility in the sector
• Client’s corporate website:
– Customized clients’ websites which is social media friendly as per the sector , which is SEO optimized
• Creation of social media presence
– As per the sector various social media profiles will be custom designed
• Server Infrastructure Social CRM
– Collect , collate , measure the data/transactions received from the social media.
– Acts a single point of contact for all the clients.
• Outliers analytics tool
– Provide the various social media analytics based on the above data collected
• Outliers Desktop Client
– Will be using the social media APIs in order make the social media accessible from within the organization
– The GUI acts as a single point to access all the metrics, analysis
– The suppliers and the client can connect themselves and can use the inbuilt social media application for very specific business
needs.

Social media strategy
Optimize Develop
and repeat platform
Blogging
Microblogging
Analyze Social Networking Discover
results community
Video sharing
Document sharing
Social bookmarking
Podcasting
Engage Create
community Photosharing content
Virtual worlds
Wikis
Syndicate Market
content content
Social media strategy
Define
Objectives
Client
Marketing
Feedback
Strategies
Analysis of
Measure
data
Sales
collected

Marketing plan for Outliers
• Offline marketing strategy
– Participation in B2B expos , trade fairs
– CSR Activities
– Co branding via strategic partnerships
– PR building
– Other focus group presentations seminars
– SMS Marketing
– Business / B2B magazines
• Online marketing strategy

– Internet marketing
– SEO
– Article marketing
– E-Zine marketing
– Forum marketing
• Social media marketing

Resources Outliers
• Outliers’ Team : Experts
– Domain experts in Education sector and Clean Energy sector
– Internet marketing specialist
– Social Marketing Specialist
– Social Media Strategist
– Social Media Manager
– Social Media Analyst
– Content developers
• Twitter specialist
• Bloggers
• Facebook specialists
• SEO Specialists
– Software development team
– Network infrastructure team

Metrics to be monitored
1. Social media leads.
2. Engagement duration
3. Bounce rate
4. Membershp increase and active network size
5. Activity ratio.
6. Conversions.
7. Brand mentions in social media.
8. Loyalty.
9. Virality.
10. Social media interaction.

Blog metrics
Blog Metrics How to measure Implication
Raw author contribution Posts per month = Enough inputs?
#posts/#months Measures frequency and
consistency
Doesn’t measure quality
Audience growth Unq visitors on google Content is read?
analytics Rss subscribers your loyal and
RSS - #subscribers, reach relevant readers
Use Feedburner
Conversion rate #visitor comments/#posts Dialogue or monologue?
Citations / Ripple index Technorati authority- #unique Ripple caused?
blogs that linked to you in
last 6 months
Cost Time,Opportunity cost

Benefit Conversions
Twitter metrics
Twitter Metrics How to measure Considerations
Growth in followers Twitter counter index against Get relevant followers

competitors
Message amplification # of retweet per ‘000 Instills discipline of tweeting

followers things of value
Click through rate Average shared links CTR What the followers like
Conversion rate Replies sent per day Monologue or dialogue?

Replies received per day
New age metrics Klout.com

Facebook metrics
• Interactions over time
– Interactions
– Interactions per post
– Post quality
– Posts
– Discussion posts
– Reviews
– Mentions
• All fans over time
– total fans / unsubscribed fans
– new / removed fans
– top countries
– demographics
– page views
– unsubscribes / resubscribes
– media consumption

Youtube Metrics
• Demographics
– Country
– Region
• Community
– Community engagements
• No. of users who have either commented or rated your videos
• Total engagements per view
– Comments
• Total comments received
• Total comments per view
– Favourites
• No . Of times videos marked favourite
• Total favourites per view
– Ratings
• Total ratings per view
• Views
– Daily views
• No. of views
• Views / unique visitors

Thank You

AVALON
Consulting
Presentations by:

138
Presentation 6
Team Name: The Juggernauts Institute Name: IIM Kozhikode
Participant Pic
Prashant Khurana Anshul Khandelwal
• Pre MBA Experience – • Pre MBA Experience –

• 11 months as a Research and Business Analyst at Grail • 12 months as an associate software engineer at Global
Research, a member of the Monitor Group Logic, Noida in the field of outsourced product
• Pre MBA Education – development
• Bachelor of Engineering in Computer Sciences from • 10 months at Chakpak Media, Bangalore in the field of
Delhi College of Engineering bollywood and entertainment
• Interests – • Pre MBA Education –
o Academic: Strategy and Marketing, History • Bachelors in Computer Science Engineering from
o Non Academic: Football and Cricket, Quizzing, Thapar Institute of engg and technology, Patiala
Watching Movies • Interests –
• Academic: Brand Management, Strategy, Social Media
Marketing and E-Commerce
• Non Academic:Dance and Dramatics
AVALON
Consulting
The Juggernauts
IIM Kozhikode
Sun Tzu Challenge 2010 Anshul Khandelwal (anshulk13@iimk.ac.in)

Prashant Khurana (prashantkh13@iimk.ac.in)
Agenda
Introduction
PHASE 1- THE CONCEPT
• Business Segment
• Integration of Social Media and Value Chain
Primary Activities – Marketing, Sales and Service
• Rationale, Goals and Possible Social Media Tool
•s
Support Activities – Technology Development and Procurement
• Communities of practice
Support Activities – Human Resource Management
• Social Media concepts that can be applied
The Overall Social Media Strategy

PHASE 2 – IMPLEMENTATION
The Phase Wise Implementation Model
The Home Base
The Outposts
Employee Engagement and External Engagement
Measuring the ROI
High Level Impact and the takeaways

PHASE 1 : THE CONCEPT
Introduction
Business Segment: Auto Components
The auto component industry is one of the most dynamic in the B2B space, given the tremendous growth of the Indian auto industry in the past few
years. With the slew of models specifically designed for India, there is a need of high level integration in the supply chain as was the case with Tata
Nano . Social Media as a tool can aid this process and make it more efficient and agile.
Scope of Social Media Application
External External
Suppliers Customers
Internal
Upstream Downstream
Social Media Integration with the Value Chain
Firm Infrastructure
Activities
Human Resource Management

Support
Technology Development
Procurement
Marketing and
Inbound Logistics Operations Outbound Logistics Service
Sales
Primary Activities
Note: Processes in red in the value chain that can benefit from Social Media Adoption
Primary Activities – Marketing, Sales and Service (1 of 3)
Going beyond the ‘traditional’ sales cycle …
New/Existing After Sales

Customer Identifies Service and
a need Dialog Validation CRM
Seeks Buying Engages in

potential Decision Buying
suppliers Process
Traditional Sales Cycle
Revenue Cycle
Social media can play a key role in integrating the otherwise separate parts: Sales Cycle and CRM through a revenue cycle,
which begins before prospects are even identified to after they become customers and continues to the CRM
Rationale for adopting Social Media
• Building Relationships with new and existing customers

• Listening to the customer needs
What are our goal and objectives ?
• Influencing buyers even before they are identified as
potential customers
• Prospective Customers
Who are we targeting with Social Media ?
• Existing Customers
• Identify: Prospective customers
• Build: Relationships with known prospects
Where can Social media be used ? • Convert: Prospects into customers by aiding the ‘sales’
cycle
• Expand: Relationships with existing customers ( CRM)
A typical B2B Consumer and Social Media
Creators Critics Collectors Joiners Spectators
People who create People who act as People who use RSS Just maintain profile on Viewers – Read
content and publish Critics. Post rating, comment,
Feeds, add tags, Social networks blogs, Visit Pages,,
E.g.)Blogs, WebPages, Upload
review etc Boomark etc Watch Videos etc
video
43 % 58 % 48 % 55 % 91 %
Social Media concepts that can be applied
Goal Ways to achieve Possible Social Media Tools
• Listening to Social Networking

• Inbound Marketing – Search Engine Optimization(SEO), Social Media sites and
discussions
word of mouth
Identify • Blogs and Discussion Forums
• Free Valuable content on social media websites
• Podcasting and Webcasting
• Build trust and credibility using social media and increase brand awareness
• Bookmarking
• Staying in touch with known prospects who are not willing to engage in sales
right now and the ones who are looking for it
• Social Networking Sites
• Expediting the process of movement along the revenue cycle by providing
Build • RSS Feeds
information at the right time
• Widgets
• Focus on relevant prospects
• Segment the prospect based on social behavior

• Strengthen the interaction between marketing and sales
Discussions
• Rank the prospects on the basis of their social media conversations
Convert • Bookmarking
• Track the activity of the prospect and notify the sales accordingly
• Crawlers

• Follow up with the customer using social media after purchase Discussions
• Address concerns at first possible opportunity • Blogs and Discussion Forums
Expand
• Explore opportunities for cross selling and up selling • Widgets
• Identify new needs of existing customers • Podcasting and Webcasting
Support Activities – Technology Development and Procurement (1 of 2)
Communities of Practice
• An all inclusive
platform for co-
ordinated
OEM’s development
• Faster New Product
What are our goal and
Development
objectives ?
• Identification of
prospective suppliers
• Build long-term
relationships with
Rationale
suppliers
Company • Suppliers, OEM’s and

Who are we targeting
other upstream third
with Social Media ?
parties
Suppliers Assemblers
• Information Sharing
• Content Creation
Content Creation Where can Social
• Collaborative
media be used ?
Product
Development
Support Activities – Technology Development and Procurement (2 of 2)
Social Media concepts that can be applied
Goal Ways to achieve Social Media Tools
• Social Networking websites

An all inclusive
• Create a platform that utilizes the benefits of various social media platforms • Blogs and Discussion Forums
platform for co-
such as social networking website, discussion forums etc. • Podcasting and Webcasting
ordinated
• Integrate existing platforms with this new platform • Bookmarking
development
• Widgets

Faster new • Bring all discussions on the common platform
discussions
product • Keeping track of new-age developments in technology, resources and
• Blogs and Discussion Forums
development investments required
• Identification • Listening to Social Networking

of prospective • Listening to Social Media sites and word of mouth discussions
suppliers • Blogs and Discussion Forums

• Build long-
• Regular follow up with suppliers to gauge their mood using social media Discussions
term
• Address concerns at first possible opportunity • Blogs and Discussion Forums
relationships
• Involve them in all development stages • Widgets
with suppliers
Support Activities – Human Resource Management
Goal Ways to achieve Social Media Tools
Top
Management
• Continuous direct communication
Rationale
Employees
from the top management, using
Twitter, blogs etc • Social Networking
• Improve knowledge management websites
Horizontal
Company and create communities of • Blogs and
and Vertical
practice Discussion Forums
employee
• Initiate discussions on all company • Podcasting and
engagement
policies to take feedback and Webcasting
improve these policies • Widgets
• Propagate best practices from all
corners to the entire company
PHASE 2 : IMPLEMENTATION
Overall Social Media Adoption Strategy
Phased Implementation Employee Engagement
Don’t put all eggs in one basket 1 Do away with the social media barriers 1
Prioritize the goals and implement in phases Encourage social media usage at work
Identify home base and outposts 2 Employees as digital ambassadors 2

Target existing and prospective customers through them Increase brand awareness through ‘Word of mouth’
Enhance digital assets in each phase 3 Motivation is the key 3

Prepare a social media base for the successive phases Reward influencers and highlight real life examples
Overall Strategy
External Engagement Measuring ROI
Encourage social media adoption by partners 1 Align ROI metrics with the goals and objectives 1
Highlight potential benefits across the value chain Define measurable metrics for each goal separately
Convert social media into a religion 2 Measure both quantitative and qualitative impact 2
Help partners attain the potential benefits Consider the brand, customer and market impact
Create long-lasting relationships 3 It is not a magic wand 3

Put in place mechanisms to ensure longevity Wait for the gestation period to be over, results will follow
Measure at the right stage in the cycle 4

Do measure ROI at the non financial impact stage, wait for the
financial impact
Phase Wise Implementation Plan- The Overview
Phasewise implementation of social media
Phase 1 Phase 2 Phase 3

Brand Development Customer Acquisition Collaborative Development
Social CRM
• Increasing Brand Awareness • Strengthen supply chain

• Identification of new prospects
Building Trust and Credibility ecosystem
• Build and maintain relationship
Objective • Timely Complaint Resolution • Faster New Product Development
with prospects • Build long term relationships with
• Increase customer loyalty
• Convert prospects to customers suppliers
• Cross Selling and Up Selling
Home Base: Website, Corporate Blogs, Discussion Forums, Social Listening

Social Media
Focus • Outposts: Facebook, Twitter , • Outposts: Bookmarking, RSS, • Outposts: Custom Social Networks
Podcasts, Newsletters and
Linked In, SEO Widgets
• Dedicated team composed of • Extend team to include sales and • Technical group outside the core
Human business, marketing, technical and customer service representatives team that acts as POC for team
Resources human resource specialists and the rest of the organization
Timeline 6 months 4 months 3 months
Marketing, Sales and Service Marketing, Sales and Service Technical Development
Supply Chain Management Supply Chain Management
Phase Wise Implementation Plan- The Home Base (1/2)
Social Listening - Digital Resources Required

Develop a database of all the past, present and known future Setup a notification/interaction mechanism between
prospects marketing and sales
Help in activating dormant prospects Improve efficiency of sales by information transmission
Develop a database to score the activity of prospects Buy a social media listening tool e.g.) Rowfeeder
Help in real time updation of the status of a prospect Will help in identifying prospects, gauging the current needs and
trends, insights about brand image
How does it work ?
Continuously Break down Identify facts, opinions, Measure Brand
run listening sentences requests and trends awareness level Brand Development
linguistically and brand loyalty
crawler Identify Brand Evangelists
Respond to Measure Segment

Social Listening and spying will consumer consumers w.r.t Keep track of
complaints in real emotions and
social behavior social activities
help us in achieving our goals at time indentify needs
each phase of the

Customer Update scores in
Need
implementation . It helps in Relationship database
Identification
Management
Brand Development, Need
Identification, CRM and
Customer Acquisition
Marketing
Customer Notifies Sales in fetched scores
Acquisition case of a hike Database
continuously
Phase Wise Implementation Plan- The Home Base (2/2)
Corporate Blogs, Discussion forums and Company Website –Resources Required
An external web server to host a website, blogs and discussion Blogging and Discussion Forum Software
forums
In house resources to manage and ensure the smooth Rules and Policies to regulate the content on these platforms
functioning of these tools
How does it work ?
Blogs Company Website Discussion Forums
Valuable Content focusing Articles on industry and Post Content which Create a common platform
for new and existing
on products & services technology by leaders customer is looking for customers, vendors
Promotes thought
Source of information. Source of information. Contribute and Respond to
leadership with a “human”
Builds trust and credibility Builds trust and credibility the discussions
face
Boosts search engine by adding inbound links. Improves Track the keywords used to Promotes thought
leadership, complaint
SEO reach website resolution
Brand Development and Social CRM and

Need Identification Collaborative Development
Phase Wise Implementation Plan – The Outposts (1/3)
Social Networking
Customer
Facebook / LinkedIn / Create a corporate Profile customers to
Add customers gauge needs Relationship
Twitter profile Management
Initiate discussions Collaborative

Create groups
Development
Facebook
Brand Development
Create brand Constantly update
Buy CPC ads centered status to attract
applications traffic
LinkedIn Twitter
Capitalize on Showcase Showcase Follow all

Participate in Constantly
shared thought thought customers /
discussions update status
connections leadership leadership suppliers
Social Networking tools consist of Facebook, LinkedIn and Twitter. These tools help are required right from the beginning, as they are used for
Brand Development, CRM and Collaborative Development
Tools: Bookmarking, RSS, Podcasts, Newsletters and Widgets
Bookmarking RSS Podcasts Newsletters Widgets
Automatic
Identify interesting Share content with Continuously run
distribution to Viral Marketing
articles / content customers listening crawler
customers
Identify Improve SEO using

Highlight Capture spikes in
contributors to podcast
accomplishments related activity
relevant articles distributors
Engage them as Medium to provide Ship newsletters to

customers or contacts for prospects during
suppliers feedback this period
Customize
newsletters to
address needs
Custom Social Networks

Build virtual networks Real-time interaction
Virtual meetings reduce disadvantages of time and space All stakeholders are in the loop, without a time lag
Training and Collaboration solution Internal social networks given their due
Reduce costs of travelling, while maintaining richness and Exploit all sources of ideas, encourage collaboration within the
quality; increases knowledge transfer enterprise
How does it work ?
Create networks on Host conferences Promote interaction among specific

and meetings on teams; increase collaboration across
Collaborative
internet and virtual
virtual worlds the value chain Development
worlds
Invite suppliers and Drive standardization across Frequent interactions to

customers to the customer by showcasing benefits to keep track of demand-supply Social CRM
custom networks all on a common platform dynamics
Recommend Initiate discussions Hold frequent

Commence Collaborative
trainings for on new contests to draw
knowledge sharing Development
specific modules technologies new ideas
Encourage employees to Track conversations to have

Create internal post ideas and connect to a pulse of the mood within Employee Engagement
social networks each other the organization
Employee Engagement
The Employee Engagement Cycle
We Care!!!! Communicate Collaborate
Mantra 1 Mantra 1
Mantra 1
Senior leaders showcase that they Promote collaboration amongst
Frequently communicate with
care for their employees geographically dispersed
employees through social media
employees
Mantra 2
Mantra 2
Listen to employee concerns, and Mantra 2
Engage employees in dialogue and
act on them. Social Listening is an Foster a culture of inter-vertical
personal discussions; allow
important component of this engagement by creating
managers to post feedback on
exercise communities of practice and
these media
hosting social media based events
Mantra 3 among various teams
Mantra 3
Provide opportunities to learn and
Create in-house social networks to
exploit social media for their and Mantra 3
engage employees within the
the company’s benefit Promote knowledge management
firewall
through the use of social media,
Mantra 4 with employees acting as thought
Mantra 4
Nominate employees as digital leaders
Allow employees to host
ambassadors to further their
conferences and podcasts, to
involvement
further knowledge dissemination
Measuring the ROI – The Model
The Social Media Impact Cycle
Investment Action Reaction Non Financial Impact Financial Impact
Source : Olivier Blanchard

Measure the ROI here
Our ROI Measurement Model
Step 1 : Define Metrics for Measurable Metrics for each social media tool aligned with the goal – Explained
Step 2 : Define Metrics for measuring the non financial results , both qualitative and quantitative - Explained
Step 3 : Set up a social media activity cycle with dates
Step 4 : Map financial metrics such as Sales Revenue, Number of Transactions and Number of new customers to the timeline
Step 5 : Capture how financial metrics are changing with time since social media was implemented
Step 6 : Relates the change in financial metrics with the activities performed in that period and hence filter the activities
Step 1 : Measuring the ROI- Define Measurable Metrics for Each Tool
Align the goals and objectives with the Social Media Tool and the Measurable Metrics
Social
Goal Measurable Metric
Media Tool
• No of visitors and the number of sources they come from
Blogs and
Brand Development, SEO • Time spent on blog and website
Website
• Increase in Page ranking due to key terms
• No of topics discussed by customers and vendors
Discussion • No of complaints registered and resolved
Brand Development, CRM
Forums • No of hours we interacted with customers
• Number of things discovered as customer insight
• Number of first order and second order followers/fans

• No of followers/fans retained
Facebook,
• Extent of influence invested in a particular set of followers/fans
LinkedIn Brand Development, CRM, Customer Acquisition
• No of viral effects taken place
and Twitter
• N o of 1st, 2nd and 3rd level connections on linked in
• Posts about social widgets outside the company homepage /

Widgets
network
and RSS Customer Acquisition
• Referrals from other widgets
Feeds
• Subscribers to company profile or pages
• Page ranking due to key terms from these sites

• The button views, i.e., the number of times the sharing icon
(button) was viewed on your site
Bookmarks Need Identification, Customer Acquisition
• The number of bookmarking events
• The bookmarking rate, i.e., the number of bookmarks as a
percentage of button views
Step 2 : Measuring the ROI- Define Metrics for Measuring Qualitative and
Quantitative Results
Customer Impact
Customer Customers who asked for more information, Repeat customers, Increase in prospects, Number of
Acquisition interactions with high value customers
CRM and Customer No of complaints, Feedbacks, Positive WOM, Negative WOM, Quality of conversations, New Ideas
Engagement Generated through customers, Customer loyalty and satisfaction levels
Brand and Company Impact

Brand Awareness
No of citations about brand in social media, Conversations about brand, WOM, Perception of Brand
and Development
Risk Management Learnings to prevent future attacks on reputation, Capabilities acquired handle a PR crisis
Digital Assets, Social

No of digital assets acquired, Impact on social culture within organization, Internal Social Media interactions
Capital
Market/External Impact
Collaborative No of new ideas discussed, Extent of new content creations, Extent of conversation on common platforms,
Development Levels of engagement with external suppliers/vendors
Innovation New Product launches through acquired knowledge, Impact of thought leadership on industry
Information Sharing Level of information sharing with suppliers, Level of knowledge sharing within the organisation
High Level Impact and Summary
Takeaways
Prepare the environment for social media
adoption ( Internal and External Culture)
Form a social media adoption policy and

guidelines
Social Media
Adoption Implement it internally to engage employees
and see results, followed by vendors
Tech Evaluate the resources required- digital,

Developmen
t and technical, human resources and time
Procuremen
t Identify the goals and objectives to be
achieved through social media
Marketing, Human
Resource
Sales and Managemen Implement it in 3 phases focusing on
Service t different goals
Identify relevant social media tools for each

Brand Integration
phase and objectives, to focus on
Developmen and
t Networking
Identify home bases and outposts
Improved
Enhanced Collaborative Measure the ROI aligning it with goals and
Development Marketing
CRM tools. Consider financial and non financial ,
Strategy
quantitative and qualitative aspects
THANK YOU
mumbai
Raj Nair or K.A. Ramakrishnan or Naimish Dave or Jaldeep Sodhi
Casa Avalon
61 Dr SS Rao Road, Parel
Mumbai 400 012 - India
Phone : 91-22- 66191100
Fax : 91-22- 66191122
E-mail : mumbai@consultavalon.com
Website : www.consultavalon.com
chennai
Prem Chand
10, IIIrd Floor , Spur Tank Road
Chetpet, Chennai 600 031 - India
Phone : 91-44-43455345
Fax : 91-44-43455338
E-mail : chennai@consultavalon.com
new delhi
Sridhar V.
E-141, Okhla Industrial Area, Phase III
New Delhi 110 020
Phone : 91-11-40516600
Fax : 91-11-40516650
E-mail : delhi@consultavalon.com
AVALON
Consulting

Avalon Consulting

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Avalon Consulting

Uploaded by

Copyright:

Available Formats

AVALON

The Finding Sun Tzu Challenge 2010

Team Spearheads, XIMB

Topic 2 : Social Media Strategy for B2B segment

Xavier Institute of Management, Bhubaneswar

Company Autogem Pvt. Ltd.

Product Range  Thermal Systems: AC System, Radiator Cooler, Battery Cooler

2. Listen Listening to social media bytes on Autogem

3. Engage Engaging with the Social Media Audience

4. Align Aligning business processes with social media framework

5. Integrate Integrating social media strategies using common factors

6. Measure Determine Social Media success parameters for Autogem

Presence of clear corporate communication guidelines

Presence of a dynamic and updated corporate website

Web Analytics and Search Engine Optimization of current corporate website

Measure confidence of Senior Management in the Social Media concept

Measure enthusiasm amongst the workforce towards Social Media

Ensure product quality suitable for social media buzz

Who & What to listen to

Company Buzz  “Autogem products, relaible or not?”

 Facebook communities on the Automobile Industry

 Twitter’s mandation of short texts puts across precise points

 Easy to use ‘Social Media Listening Tools’

Who within the company should be listening? Impact of consistent listening

Output from Listening Subsequent Action Step Final Objective

Existing customers Feedback Extraction Repeat Business

End Users Feedback Extraction Better Products

New Ideas Check public feasibility Product Development

Each of the subsequent processes involve one activity in common - Engaging

Tapped Content Autogem’s ‘should be’ response

However each of these responses demand an established social media framework

Objectives of  Receive users redirected from the external arena

For a B2B segment like Autocomponents, the engagement process needs to be

LinkedIn Facebook Twitter Youtube

 Corporate Communications team should begin the project on a ‘pilot’ basis

1 Hour old Tweet tracked using Radian6 Response Options

Social CRM Know-it-all System

Input to ‘Customer Relationship Management’ Engine Preparation of anticipated FAQs

Better Requirement Enhanced customer Quick availability of Provides complete

Tools  Implement Search Engine optimization

Impact  Organic increase in brand visibility

Why  Easier to understand and comprehend as compared to reading text

How  Videos captured on Youtube and integrated with

Senior Marketing Operations Plant Customer

 Internal Blogging System to enhance idea exchange

Tools  Internally resticted Wordpress platform

Impact  Fosters idea exchange & creates scope for co-creation

B2B Industry Senior Customer

Official Online Community - Autogemi

Tools  Exclusive interactive webspace open to crucial stakeholders of Autogem

Impact  Binds together all the stakeholders

Buy-in  Personal invitations to all the stakeholders

Product Blogs Highly Interactive media

Analyst comments Encourages knowledge sharing

New Product ideas Builds transparency

 Star feature to be deployed on the Online

 Creates a closely knit relationship which is at the core of B2B

Senior Management  Brings in a sense of credibility

Autogem Automobile Company End Customer

Further enhancing Brand Value

 Interactive press releases

 Environment friendly components