building the business case for a branded online community
DESCRIPTION
This presentation is about how to build a business case for a branded online community. It is part of an education series which includes a detailed report. The webinar recording can be found here https://www.brighttalk.com/community/content-marketing/webcast/11085/127003TRANSCRIPT
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Building Your Business Case For A Branded Online
Community
Thursday, October 16, 2014Vanessa DiMauro, CEO
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About Leader Networks
Leader Networks is a strategic research and consulting firm that helps clients develop social business strategies, create online communities and lead social media marketing programs.
Social Business Operations & Training: ROI,
integrated marketing
programs, online community operations
Social Business Research: tracking,
community health check, and
user validation
Social Strategy Development for
online communities and
social media marketing
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Leader Networks Clients
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Research Methods
Fernado Castagnari, Manager, Training & Communications, Mars Petcare
J.J. Levett, Director,Community Programs, CA Technologies
Jessica McDouall, Director, Customer Operations, SPS Commerce
Jennifer McClure, Vice President, Digital & Social Media, Thomson Reuters
Claire Bovill, Sales Business Development Manager, Cisco
Scott Wilder, Global Nation Builder: Corporate Marketing, Head of Community, User Groups and Ecosystem Engagement at Marketo
Steve Roth, Independent Contractor, SchoolDude
Robin Carey, CEO Social Media Today
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This report draws on decades of online community best practice and implementation experience, including in-depth interviews with eight successful online community leaders with real-world examples to back up their suggestions and advice.
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The Business Case Imperative
Online communities have become a strategic necessity for many organizations.
Well developed business plans for community help manage expectations and fuel buy-in.
Successful communities start with a strong strategic foundation.
A business case is the official proposal process -- usually resulting in a document of some type -- for securing an internal commitment from a business entity to create a branded online community.
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Six Steps to Building a Business Case for Community
Assemble executive sponsors
Identify business needs
Identify audience needs and core members
Map business & audience needs to community features
Define and measure success
Prepare a budget
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Step 1: Assemble Executive Sponsors
Executive involvement has much to do with how well communities influence revenue.
Two-thirds of organizations with highly involved executives are
seeing their communities influence 16% or more of the organizations’
total revenue.
Source: “Online Communities: Driving Customer Engagement & Influencing Revenue” (Demand Metric, September 2014)
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Assembling Executive & Cross Functional Stakeholders
Ways To Engage
Focus on the strategic goals of the company
Identify who has the most pressing needs that community can help solve and accelerate
Frame the opportunity in business terms
Answer the question “what happens if we don’t build community?”
Gather examples of community success
Executive sponsors can be found throughout the organization (e.g. marketing, customer care, strategy, communications, HR, product development)
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After I sold the idea of community internally, I needed to engage the potential members. The first step was to showcase the community concept at a sales conference to the potential audience and engage them regarding what they wanted in the future. My objective was to help them feel part of the project. Then I met with distributors and showed them how I could get information and training to them and give them what they need, as well as a space for them to share information. The message to them was different than the one I told to sales people because I focused on their business needs. -- Fernando Castagnari, Mars Petcare
– Fernado Castagnari Manager, Training and Communications, Mars Petcare Brazil10
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STEP 2: IDENTIFY A BUSINESS NEED
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Identify A Business Need
Many large-scale online community success stories begin by solving a single business problem, and evolved into more wide-ranging solutions which delivered outcomes not possible prior to establishing the community.
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Example Business Needs To Fuel Community Business Case
Customer Service & Support
• Cost savings from contact reduction
Increase self-service
• Solve middle-of-the-night problems
Achieve scale and efficiencies
• Scale collaboration and information sharing.
Greater customer intimacy
• Leads to increased customer satisfaction
Gather customer ideas to increase speed to market
• Fuels innovation & new product adoption
Sales support and outreach
• Nurture leads through engagement
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STEP 3: IDENTIFY
AUDIENCE NEEDS & CORE MEMBERS
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What business needs from community What members need from community
Increased sales leadsInformation about new products and
services
Thought leadership amplificationLearning and sharing best practices
from experts
New (patentable) ideasSharing feedback and ideas with
product development
A birds-eye-view on customer
experiencesPeer-peer discussions (forums)
Fast customer satisfaction feedbackProduct and service ratings for
purchase decisions
Reduce call center traffic Get better support help more quickly
Map Business Need to Audience Need
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Who the community will
serve informs the content and engagement
opportunities.
Start with a sharp focus on the specific audiences or users who will be most closely aligned with the business needs and issues driving the community initiative. Consider the following:
• Who are your most important customers, partners or stakeholders?
• How would you describe individuals who would make the best members?
• Can they be identified by customer segments, geographies, titles or specific activities within your organization's lines of business?
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What members need from
Community
What business
needs to get from
Community
Features
“I put together a plan of use cases, features, personas, etc. to determine which content should be open for lurkers, which content should be open for people that authenticate but are not customers and which content should be closed off to just customers.”
Step 4: Mapping Member and Business Needs to
Community Features
Scott K. Wilder, Marketo
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Map General Business & Audience Needs to Specific Business Requirements & Community Features
Specific Feature
Capability
• Ability to ask a questions or share ideas
• Forums or content co-creation (e.g. wikis)
Specific Business
Requirement
• Reduce load on internal customer service
• Get answers to solve a problem
General Member &
Business Need
Identification
• (Business Need) Reduce call center traffic
• (Member Need) Get better support help more quickly
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Create A Business Requirements & Features Map
Business Need Member Need Activity/Requirement Feature/Function
Reduce load on internal
customer service
Get answers to solve a
problem
Ability to ask a
questions or share
ideas
Forums or content co-
creation (e.g. wikis)
Increase customer
loyalty & engagement
Competition for
recognition and fun
Inspire participation/
increase engagement
Gamification and
leaderboards
Expand online and
offline prospecting,
selling and training
Learn about new
products, tech info and
training
Support in-person
conferences and
webinars
Online booking
capabilities; integrated
video/screen sharing
services
Reduce call center and
other support system
costs per incident
Get faster responses,
self-service, avoid
phone tag, 24x7
availability
Reduce support
contacts; improve
customer support
FAQs, forums, wikis,
pay-per-answer, online
troubleshooter apps
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STEP 5: Measure What Matters
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• To demonstrate the impact of community on your organization, align community operations and measures with the organization's business goals and objectives.
• Many "measurable" metrics (# of members, time on site, # of posts) are too far removed from the business strategy and member needs to be meaningful.
• The real value of community can be found in understanding both the business definition of success and the members’ definition of success, each working to support the other.
A Word On Metrics:
Consider increased customer satisfaction measures, higher NPS scores, improved customer loyalty, more rapid customer service resolution, greater input from customers on product and service enhancements
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Metrics to Measures: How to Track Business Outcomes
Example Success Metric Measures
Increase sales # leads generated by community
# sales made through community store (if
applicable)
# of product or service brochures downloaded
on community
Event attendance # of event registrations through the community
Customer questions about how to
use a product or service
Contact reduction %
# of questions asked online
% of questions resolved online
Learn from customers (e.g. feedback
into product development)
# of new ideas/requests
% of ideas submitted that are investigated
further
Customer retention / satisfaction % increase in NPS score
% of customers who are community members
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“Some examples of metrics we track at SPS Commerce include Customer Engagement (measured by number of members and traffic on the community), Scalability (measured by contact reduction - % of viewed topics in a 'completed' status), and CSAT - measured monthly (result of establishing a self-service channel providing customers 24x7 access to training materials and information).”
Jessica McDouall, Director, Customer Operations, SPS Commerce
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STEP 6: Prepare A Budget
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Executive Expectations For A Community Budget
• Your budget should include both the cost and revenue sides of the ledger.
• You will probably be able to forecast costs with greater confidence than revenues.
• Executive sponsors and community stakeholders may want to see a two- or three-year outlook, but the longer the time horizon, the greater the degree of uncertainty.
• One strategy for managing senior leadership expectations is to prepare a budget using high, medium and low estimates for both costs and revenues.
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COSTS Category Estimate
Strategy & support costs
Planning (e.g. internal assessment of needs)
Consulting (e.g. strategic guidance, recommendations)
Preliminary research (e.g. competitive analysis)
Legal (e.g. user agreement, privacy, employee policy)
Software platform
Own or subscribe licenses
Hosting fees
Initial implementation fees
Service and support fees (e.g. training)
Ancillary products i.e. analytics, member management tools
Design & development
Community design treatment & branding
Custom programming
Ongoing enhancements
Member acquisition, marketing & support
Member acquisition programs / assets
Online and off-line outreach programs
Member incentives
Content
Repurposing existing assets
New content creation
Licensing fees for outside content (if applicable)
Staffing26
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Direct
RevenuesCategory Estimate
In-community transactions (pay-per-download, pay-per-answer, pay-to-learn,
lead generation, membership fees)
Advertising & sponsorships (co-branding, partner or event marketing, co-
sponsorships)
Cost substitution (lower overall cost per customer served, per-incident cost
differential vs. other channels)
Reduced cost (cost per service incident; self-service for support needs, product
information, sales inquiries)
Indirect
Revenues
Increased customer satisfaction (faster response, reduced wait times, more
knowledgeable responses from community member collaboration)
Increased brand awareness (unsolicited brand mentions externally, positive
brand comparisons on 3rd party sites, increased inquiry traffic across all
channels)
Increased prospect and sales leads (referrals, community mentions on 3rd party
sites, word-of-mouth via community members)
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The Net/Net for Building A Business Case For Online Community
Engage your executive sponsors on business terms
Identify business problems or opportunities that online community can help solve
Carefully identify your audience segments
Understand what the future members want from community
Map the business and member needs to the community features Determine your and your members’ definitions of success
Create a budget that includes costs and revenue potential
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