2-24254 ch e-book four cs of social media

8/12/2019 2-24254 CH E-Book Four Cs of Social Media

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How Social IntelligenceIs Helping Provide Clarity ForThe C-Suite Around The Critical

Factors OfConfidence,Customers,

Connections &Cash

The Four Cs

Of Social Media ForThe C-Suite


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Social media is becoming the executive equivalent to catching

lightning in a bottle. It has quickly gone from the ultimate focus

group and brand popularity contest to a very serious digital

marketing platform. As it does, it has bubbled up from a quirky,

unpredictable experiment to a measurable customer lab.

As this phenomenon moves to an even more intense level, it

needs the attention of savvy and digitally sophisticated C-level

executives. When it gets that attention, executives will need to

have condence in their social media campaign plan, metricsaround customer engagement, and connections to automated

technology to consistently analyze and measure their efforts.

Traditional measurement methodology makes the social media

data explosion useless for the C-suite. However, new technology is

helping smart companies understand whats happening on social

media. This new discipline is called social intelligence. According to

Forrester Research, it is the concept of turning social media data into

actionable marketing and business strategy. On a more tactical level,social intelligence is providing a process and strategy for companies to

evaluate and generate actionable insight about their own brands and

services, as well as their competitors.

Forrester analyst Zach Hofer-Shall urged marketers to take

advantage of social media monitoring tools and listening

platforms: These solutions help speed up the process of tracking

customer actions across the social web and

aim to boil it down to actionable insight, he

said. Marketers trying to do this alone will spend

countless hours digging through spam-lled

search results.

That report from Forrester Research validated

the concept of social intelligence. Originally

called Dening Social Intelligence,Hofer-Shall is working on

an update. As he begins his research he wrote toward the endof March 2012, Its been two years since our rst public use of

social intelligence, yet I still see many companies monitoring

social media, some listening to customer conversations, and

few beginning to nd intelligence in the data they collect. As a

result, Im currently working on a report addressing a social data

maturity model.

His original research called out the following specic advantages to

automating social intelligence measurement:

1. Optimizing marketing and product planning

2. Understanding purchase triggers

3. Assessing the competition

Finding Intelligence In The Social ExplosionSocial Intelligence is

the concept of turning

social media data intoactionable marketing and

business strategy.

- As dened by Forrester Research
http://www.forrester.com/Defining+Social+Intelligence/fulltext/-/E-RES56607?objectid=RES56607http://www.forrester.com/Defining+Social+Intelligence/fulltext/-/E-RES56607?objectid=RES56607


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Social data maturity cannot wait for analyst pushes or

anything less than an automated intelligent approach. Youve

undoubtedly seen the staggering social numbers. More than

300 million tweets per day. 800 million Facebook users. Map

it to consumer behavior and the numbers are even more

impressive. A December 2011 report from comScoresays social

networking now accounts for 19% of all time spent online, a

major difference from a mere 6% back in March of 2007. This

continual spike in consumer social behavior, as well as the

amount of data generated by almost every purchase and

non-transactional element of daily activity, has created the

concept and reality of big data.

Exactly what is big data? IT analyst site

Wikibon says: Big data is data that is too

large to process using traditional methods.

It originated with web search companies

(that) had the problem of querying very

large distributed aggregations of loosely-

structured data.

Thats what social media has become. It is

simply too big and growing too quickly to process by traditionalmethods. A report from global research house Connotate shows

that more than half of companies surveyed have used big data

to better understand either competitors or their own brand (60%

and 52%, respectively). Companies also looked at big data

for marketing-related strategy, such as product and pricing

information (40%), or revenue-generating data services (39%). This

syncs up exactly with the way that social media and its data can

help todays CMO. Social data is a challenge. Social intelligence is

the best way to meet that challenge.

Social networking now

accounts for 19% of all

time spent online, a majordifference from a mere 6%

back in March of 2007.

- comScore December 2011

Turning Big Data Into The Right Data
http://marketingland.com/report-social-networking-accounts-for-19-of-time-spent-online-social-ads-the-u-s-leader-in-display-1993http://marketingland.com/report-social-networking-accounts-for-19-of-time-spent-online-social-ads-the-u-s-leader-in-display-1993


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Although the potential of social media and big data is becomingclear to C-suite executives, there is still apprehension around

managing it. A recent IBM survey of 1,700 global CMOs found that

more than 50% of respondents think they are underprepared to

manage the data explosion (59%) and social media (57%).

This data shows a huge gap between the opportunity and the

ability to execute on social data and customer behavior. C-level

executives do not have to be daunted by social media. Almost

50 million messages can be measured in real-time, similar to theanalytics available from retail and Internet trafc behavior. This

real-time nature of gathering and disseminating social intelligence

bridges the gap. It is one of the leading-edge technologies that

can develop the condence in this new data opportunity and use

it as a key element for executive decision-making.

CASE IN POINT: Large Automobile ManufacturerTaps Social Sentiment For Purchase Intent

A large automobile manufacturer illustrated the potential for social intelligence

surrounding customers. It used rudimentary tools to see how often peoplementioned their brand in social media conversations, and to detect the sentiment

of these conversations. But the data lacked true intelligence. Leveraging social

media analytics technology, the company was able to drill down into that

sentiment. Why did people feel positively about their brand? Why did they have

negative feelings?

The automobile manufacturer tried to convey this idea through its communication

and marketing, but it found more varied ways that customers were expressing it. If

somebody says, I feel like a 15-year-old driving in my car, or Taking my wife out

on a date in this car makes me feel young again, thats the idea the company

wants to promote. Traditional measurement wont produce these results. The

report also shows how the brand can capture something critical, like intention

to purchase. When you look at the range of insights here, you can see why an

understanding that people feel positively about your product isnt enough. Its

much deeper than that.

The C-Suite Connection

A recent IBM survey of

1,700 global CMOs found

that more than 50% of

respondents think they are

underprepared to manage

the data explosion (59%) andsocial media (57%).


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In order to manage, analyze and measure social media andrecent case studies show that this can be done todays C-level

executive needs to focus on four areas:

The Four Cs

1. Condence: Because social mediacannot be measured with traditional

methods or tools, new processes and

technologies must be embraced in order to

provide the C-suite with the condence that

the marketing programs and product rollouts they are banking

on are resonating with customers. Without condence,

experimentation and the chance for inefciency are greater.

With a comprehensive understanding of consumer opinions,

brand sentiment and competitive set information, condence

in social media measurement can be reliably developed.

2. Customers: Customer intelligence hasgraduated to social intelligence. Smart

C-level executives need to move away from

the chaos of social media data and toward

gleaning customer intelligence in real time.

3. Connections: Measurement connectsto results. The right technology can connect

tobetter brand awareness, higher sales and

stronger customer relationships. The right

measurement tools can track specic topics,

graph daily mentions, produce averages, conduct sentiment

analysis and other types of data mining. It should also create

automatic alerts for unusual or increased activity. It should

connect a companys total effort with consumer perception

and behavior.

4. Cash. Revenue. Capital: Call itwhat you want, but at the C-level, decisions

are based on revenue.


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C-level executives, as weve seen in the IBM report, lackcondence in managing big data and social media. Which begs

the issue, how do they become condent? Two key answers come

up time and time again:

1. Develop brand monitoring

2. Develop insightful decision making

For example, Microsoft recently measured usage and consumer

perception to rene the brand positioning for its Bing searchplatform. Despite the expertise inherent in its product and

company, Bing was unable to quickly sort through and make

sense of the information it had collected. It couldnt identify

customer afnity, customer problems or overall sentiment about

the brand. After analyzing one month of online conversations,

Microsoft Bing had insights regarding where online conversations

take place, drivers and behaviors for key segments, and who

inuences the online conversation. Once conversations were

analyzed on both blogs and forums, Microsoft was able to identify

the top 20 forums for each of the two key audience segments.

The analysis yielded a surprising result. The target segments viewed

the online channel as a preferred way to share their thoughts

and experiences rather than to nd answers to their questions.

For instance, feedback dominated the conversations of those

interested in creative projects, such as cooking, painting ormaking videos. On the other hand, those with health concerns

seemed most interested in sharing personal stories. Overall, the

social intelligence gathering generated valuable customer insights

about the brand and helped executives make new decisions for

repositioning it.

The Confidence Quotient

ClicktoDownload

thefullMicrosoftBingCustomerSuccessStory

With a goal of targeting specic interest groups,Bing needed a clear understanding of eachgroups needs and habits. While the companyactively harnesses social-media channels in itsmarketing efforts, it needed a way to bettermanage the ow of online conversation.
http://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdfhttp://www.crimsonhexagon.com/PDFs/CrimsonHexagon-MS-Bing-SuccessStory.pdf


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Two key elements dened the Bing experience and will also becritical for C-level executives as they proceed in social media:

Brand monitoring and analysis: The way inwhich C-level executives measure their product and service

performance has changed with social media. Brand lift studies are

good at past performance, but dont predict very well. Whether

or not consumers like or follow your brand is also becoming more

suspect as a metric. When the CMO Councilasked Facebook

users in Q4 2011 about their expectations after liking a brandon Facebook, the top expectation (67%) was to be eligible for

exclusive offers. The smart C-level executive will look at new

methods of monitoring the mass or big data generated socially.

New technologies are able to rapidly monitor hundreds of millions

of news and social media posts. Thats a new method and a new

scale. Both are necessary to proceed with condence.

Decision-making:C-level executives make million dollardecisions every day and are accountable for them. Social

intelligence can help predict the success of these decisions by

measuring consumer attitude and potential brand afnity. But

you cant do it through current analytics. The executive that has

$20 million riding on a major product launch needs an up-to-the

minute, fact-based pulse of the target consumer. Its available. Its

a condence essential.

Social interactions shift and create sentiment inreal-time. Data is generated at an astonishing

rate in real-time. Twitter currently generates 300

million messages a day. Facebook numbers in

excess of 800 million users, at least half of which

log on each and every day and often multiple

times per day. Those same users interact with

over 900 million pieces of content: pages,

groups, events and more. Every day, over 250 million photos are

uploaded. Traditional measurement methods will not capture the

big data element of social media.

Drilling Down For Deeper ConfidenceThe executive that has $20

million riding on a major

product launch needs an

up-to-the minute, fact-

based pulse of the target

consumer. Its available. Its

a condence essential.
http://www.cmocouncil.org/https://www.facebook.com/press/info.php?statisticshttps://www.facebook.com/press/info.php?statisticshttp://www.cmocouncil.org/


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Putting CustomerIntelligence To WorkBefore social media, customer intelligence was the term used

for the limited amount of information generated by purchase

behavior and surveys. Now its part of big data. An intelligent

approach to big data is stepping up your ability to collect and

act on the right data. Enter social intelligence.

Social intelligence, the information that can lead to insight on the

C-suite, is a relatively new concept. But it is essential to learn. A

Pitney Bowes-sponsored survey from November 2011 showed only15% of those responding said social media would encourage their

loyalty to a company. However, it concluded:

These ndings will give decision-makers pause for thought, the

report stated. Businesses can be forgiven for getting swept away

by the hype of surrounding social media and wanting to invest

in such activity as soon as possible. ... But results show that those

businesses tempted to lead with such techniques will quickly nd

themselves out of step with customer thinking.

Connections To Conversions

The ability to generate and measure social

intelligence connects to results. Traditional

analytics, including semantic search and

keyword monitoring, will not connect efciently

to social data. It will not manage big data. New

social measurement technology will translate

the sarcasm or irrelevant semantics that can

pollute social media results. It can provide

a scalable, repeatable approach as social

media spins into a new orbit of growth.

Early success stories and use cases have

shown that gathering and implementing social

intelligence will happen in three phases:

Phase One:Audit and assess. Traditional buzz marketingmeasurement tools will not achieve the depth of sentiment

needed to make intelligent branding decisions. A realistic

assessment of what a brand has for social data, and what

it doesnt have, must precede any measurement initiative.

Analyzing statistical patterns used to express opinions delivers

insight beyond a simple positive or negative. Real time market

research delivers this immediately. The timing of current social

media measurement should also drive new measurement. The

speed of analytics and the depth of consumer insights are the

most relevant metrics in social intelligence measurement.

Businesses can be forgiven

for getting swept away by

the hype of surrounding

social media and wanting to

invest in such activity as soon

as possible. ... But results

show that those businesses

tempted to lead with such

techniques will quickly nd

themselves out of step with

customer thinking.- Pitney Bowes 2011 Survey


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Phase Two:Identify sources and outputs. After assessing thecurrent state of social media intelligence, brands will need to assess

technology platforms. Going beyond the ability to automatesocial intelligence, the elements that need to be considered in this

phase are features, functionality and benets. Features from the rst

generation of buzz measurement tools should be improved upon

in favor of newer platforms with more robust analysis capabilities.

Examples:

The volume of social media mentions is generally not as

impactful as the meaning of the conversation.

Keyword counting should be replaced by statistical analysis.

Language limitations should be considered when global

analysis is desired.

Accuracy of the social media analysis should be high enough

to support strategic business decision-making.

A truly futuristic, intelligent platform dashboard should graph daily

mentions, produce averages, conduct sentiment analysis and

measure progress against campaign goals. It should also identify

whats driving negative sentiment to keep track of issue resolution

or escalation.

Phase Three:Act on insights. All the analysis and intelligenceavailable is useless without a change in business practices.

Just as Bing reached out to more conversations, brandsneed to put learnings into action. It should inform marketing

campaign strategy and messaging. It could change entire

media approaches. It could change an approach to customer

segmentation. But the ever-changing social media world should

generate enough insight about the most inuential individuals

regarding your brand, category or topic to rapidly create a

smarter company thats more aligned with its customer.

ClicktoDownloadtheWebinarHowtoMovefromSocialMonitoringtoSocialIntelligence

Uncover key challenges marketers face in todays rapidlyevolving social media marketplace, including:

Business challenges that can stem from rst-generationsocial media monitoring practices

Weaknesses of only measuring in reactive what-happened? mode

Differences between basic brand monitoring and trueSocial Intelligence practices
http://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdfhttp://www.crimsonhexagon.com/PDFs/Forrester-CrimsonHexagonWebinar-FINAL.pdf


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Converting Intelligence

Into CashA recent study found that when consumers were exposed to

social media in addition to other online ad formats or marketing

channels, such as search, email and display, the average revenue

per order was more than double the order size compared to the

average of all digital channels.

How will a company act smarter as a result of social intelligence?

By executing a social intelligence program,

companies will understand the following things

about their customers, marketing and positioning.

It will monitor and manage

reputation, crisis management and

consumer sentiment.

It will add more data to pre- and post-

campaign tracking efforts.

It will understand the effect or lack

thereof from brand positioning.

It will more effectively track and

make changes for product and

service satisfaction.

It will make fact-based and consumer-sentiment-based

decisions around pricing.

It will generate more data around best practices for

new product introductions.

It will quickly produce deep insight into market trends.

It will provide better competitive intelligence.

When consumers were

exposed to social media

in addition to other online

ad formats or marketing

channels, such as search,

email and display, the

average revenue per

order was more than

double the order size

compared to the average

of all digital channels.


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For C-level executives, social media takes the conversationwith the customer and turns it into a near real-time focus group.

Marketers have always spent money to support that conversation,

but all too often it has been a monologue. In fact, thats where TV

advertising started: by talking to and not with the customer.

Social intelligence informs important business questions and

reveals actionable answers about your brand, consumers,

messaging and competition. The ROI for such insight is so valuable

that it is actually hard to calculate. Bottom line: Social media caninform multi-million dollar decisions.

The right social media measurement modelinforms those million dollar decisions. It will

analyze social media conversations to answer

important business questions and reveal

actionable insights about your brand, your

consumers and your competition. The current

state-of-the-art in social media analysis tools

give brands the ability to learn from both the

context and the tone of those conversations.

Cashing In On Million Dollar DecisionsThe right social media

measurement model willanalyze social media

conversations to answerimportant businessquestions and revealactionable insights aboutyour brand, your consumers

and your competition.

ClicktoViewanOverviewVideofromCrimsonHexagon

Achieving Social Intelligence:Best-in-Class Social Media Analysis with the

Crimson Hexagon ForSight Platform
http://www.crimsonhexagon.com/overview-video/http://www.crimsonhexagon.com/overview-video/http://www.crimsonhexagon.com/overview-video/http://www.crimsonhexagon.com/overview-video/http://www.crimsonhexagon.com/overview-video/http://www.crimsonhexagon.com/overview-video/http://www.crimsonhexagon.com/overview-video/http://www.crimsonhexagon.com/overview-video/http://www.crimsonhexagon.com/overview-video/http://www.crimsonhexagon.com/overview-video/http://www.crimsonhexagon.com/overview-video/http://www.crimsonhexagon.com/overview-video/http://www.crimsonhexagon.com/overview-video/http://www.crimsonhexagon.com/overview-video/http://www.crimsonhexagon.com/overview-video/http://www.crimsonhexagon.com/overview-video/


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Condence, customers, connections and cash. Without those four elements, C-level executives dont

have a business. With them, they have the essentials for managing big data and the biggest drive

behind it: social media. And its not slowing down for any executive to catch up with it. As YouTube co-

founder Chad Hurley recently predicted: Social media will be the main engine of discovery, giving us

the ability to nd the signal within the noise. As peoples networks and interactions expand, massive data

sets will generate predictive models that will know what you want before you look for it.

Those brands that are applying social intelligence models to gauge consumer opinions, purchase

sentiment and competitive analysis are able to condently support their million dollar decisions aroundmarketing campaigns, product rollouts and pricing models.

Without the ability to monitor and act on social intelligence, companies are operating at a competitive

disadvantage. Trying to analyze real-time interactions and conversations with traditional analytics only provides part

of the story but fails to sort out what can be a chaotic and complex sea of data.

The reality is, deeper social intelligence can translate to better strategic decision making, predictable revenue streams

and stronger customer relationships, as well as better alignment. By tracking specic topics, brand mentions, and

conducting sentiment analysis and other types of deep data mining, leading edge brands will have more informed

C-suites, as well as better alignment across all stakeholders.

Conclusion: Clarity For The C-SuiteSocial media will be the

main engine of discovery,

giving us the ability to nd

the signal within the noise.As peoples networks and

interactions expand, massive

data sets will generate

predictive models that will

know what you want before

you look for it.

- Chad Hurley, Co-founder, YouTube


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Company Overview

Crimson Hexagon, founded in 2007, offers a best-in-class

social media intelligence solution. Crimson Hexagons

proprietary algorithm, developed at Harvard University,

combines human judgment with computer scalability to

analyze unsolicited consumer opinions expressed through

social media. Crimson Hexagon joined Twitter, Google,

Foursquare, Microsoft, Zynga, Netix, Tumblr, Stockwits

and Conaco Productions as being named one of Fast

Companys 10 Most Innovative Web Companies.

Content Coverage

Historical content dating back to May 2008

Collecting ~450 million conversations per day;

more than 140 billion conversations stored to date

Twitter, Facebook, YouTube, Blogs, Forums,Comments and News

License to full Twitter Firehose since July 2010

Analytical Capabilities

Primary drivers of opinion and key topics of

conversation over time

Share of voice, trends and net sentiment for

comparison and benchmarking

Most inuential and most prolic authors; Tweets by

state and country

Exploration features: Word Cloud, Word Cluster,

Topic Wheel and Verbatim Post List

Key Differentiators

Recognizes nuance in conversation (e.g. passion,

nostalgia, sarcasm)

Language-agnostic (including character-based

languages like Japanese)

Margin of error +/- 3%, supported by validation

studies

Output Examples

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