Oracle Social Media Sales Strategy – Encouraging Sales team to actively engage on Social Networks

Business to Business marketing is effectively being done by companies using the social media platforms and social networking sites.  Social Networking world is chaotic and often lot of unrelated and unwanted content is flowing around and it is very difficult for the companies to monitor the social networking sites constantly and also need to employ resources who not only monitor but also respond on the various social networking sites. Companies have to respond to the customers instantly as the dissatisfied customers may launch a social media campaign and attack that will severely affect the brand reputation and the sales of the company. Oracle Inc. uses the social media and networking sites for increasing the sales of the company. Oracle Sales strategy integrated the social media as one of the key components and the company built a wide presence on all of the major social media networks and most of the conversations and engagements are related to company’s products and services. Oracle went a step further and encouraged its sales representatives to use Twitter to engage with prospects in meaningful, helpful dialogue during the sales process, which is quite a new initiative for a B2B company. Traditional B2B marketing strategies included monotonous cycle of emails, webinar invites, check-ins, blog content, technology updates and hoping the customers will engage. Oracle employees were trained on how to properly use social media which transformed Oracle into a social media savvy company with about five percent of the company’s 23,000 sales reps using Twitter. Oracle training program included large scale training sessions, as well as small support-style workshops and Jill Rowley also produced and starred in an internal 10-episode webinar series that focuses on social selling. 

Oracle Social Selling evangelist Jill Rowley argues that Sales professionals need to understand that buying process and buyers in today’s world are very different from earlier as they are digitally-driven, mobile, socially-connected, empowered with unlimited access to real-time information about business problems, products, companies, competitors — about all sorts of things. Social networks are where the modern sales professional can do research, networking, relationship-building, and can use these channels to earn trust.  And earn trust by sharing content that is useful, that is education and training, insightful, and informative and of value to the buyer, regardless if the buyer buys the salesperson’s product or not. Along with Oracle content mostly related to company’s products and services Oracle also encourages its employees to use a 4-1-1 Rule: sharing four pieces of relevant third-party content for every one piece of Oracle-branded content, plus an offering of lighthearted fare like a cat video or motivational quote. Lot of information is available on social networking sites like LinkedIn, Slide share, Facebook, Twitter, etc. which sales professionals can use for their advantage. Oracle is looking at social media and networking sites as one of the critical component of its sales strategy along with traditional sales and marketing strategies and since social media is also having a significant effect on the way businesses run their operations also means that company has also look at the social selling a disruptive go to market strategy and look to benefit from it and make a competitive advantage. 

Social Media Strategy Coca-Cola – Employee Engagement & Active Monitoring

Coca-Cola understands the importance and value of direct brand conversation facilitated by social media platforms. Company has expanded its marketing strategy and included social media marketing into it as customers are looking to engage with the company on various social media platforms like Facebook, Twitter, YouTube, etc. Coca-Cole went even further encouraging their employees to actively participate and engage with customers on various social media platforms. Employees actively engage in millions of conversations that take place on various social networking sites and share the optimistic and positive spirits of Coca-Cola brands.  Social Media Principles guide the employees in terms of how to participate both at the personal level and official capacity and mostly surround on the principle of “Have fun, but be smart.  Use sound judgment and common sense, adhere to the Company’s values, and follow the same Company policies that you follow in the offline world.” The company also provides the relevant training to employees and agency partners through internal online learning portals and also evaluates them and update accordingly. Company expects the employees and agency partners use blogs and other social media tools not only as a form of self-expression, but also as a means to further the Company’s business, aware of the implications of engaging in social media and online conversations that reference the Company, its brands, or its business, and that they recognize when the Company might be held responsible for their behavior. 

Coca-Cola also has made certain commitments as highlighted on the company’s website for the customer engagement on various social networking sites like transparency in the social media engagements, protection of consumers’ privacy and comply with applicable privacy policies, IT security policies, and laws, rules, and regulations, respect copyrights, trademarks, rights of publicity, and other third-party rights, responsible use of technology by not aligning with any organizations or Web sites that use excessive tracking software, adware, malware or spyware and judicially monitor behavior of employees and consumers in the social media space, establish appropriate protocols for monitoring social media presence, and keep appropriate records of our participation as required by law. Coca-Cola Social Media Monitoring strategy is first monitoring and reviewing what conversations related to Coke are going on the social media world, second respond to the chatter quickly and with accurate, fully transparent answers, third record short video pieces that respond to the chatter in an entertaining, but informative manner and finally redirect social media users to other content on other social media sites. Coca-Cola also gives more importance to the fans and customers on the social media platforms and encourages them to post and share most of the content on the social networks and also aligned its marketing strategy accordingly. Coca-Cola social media strategy has been to influence purchase decisions and loyalty by leveraging the emotional ties people have with their products. This strategy has been hugely successful for the company as the statistics of Facebook, Twitter and YouTube highlight but the company feels that there still long way to go where social media generates hard sales so that company can increase revenues and profitability. 

Social Media Marketing Strategy Case Study – Intel Inc. presence on Facebook, YouTube

Intel was one of the first companies that adopted social media, actively present on major social media platforms like Blogs, Facebook, Twitter, YouTube, etc. and also uses social network styled platforms both internally to engage with employees and externally to engage with community. The company currently has 75 Intel-related accounts with nearly 180,000 followers. The company has 19 different topical or regional blogs. The company has 11 communities in several different languages plus software community for developers. Intel’s Facebook presence comprises 50 Facebook Fan Pages in different countries, led by Facebook.com/Intel, which has 1.5 million fans, plus a YouTube Intel Channel. The company is everywhere - blogs, Facebook (close to 23 million likes, close to 400,000 people are talking about the company on Facebook), Twitter (close to 2.2 million followers, more than 400 tweets and more than 1,150 followers!), YouTube (2 channels, close to 5,000 videos, more than 45 million video views and close to 63,000 subscribers!), Instagram (more than 200 posts and close to 6,000 followers), Google+, LinkedIn, etc. Intel Free Press is a tech news site from Intel Corporation, covering technology and innovation stories focused on people, technology, events and topics relevant to Intel and the computing industry.

Under Intel’s global social media strategist, Ekaterina Walter leadership, Intel has seen a good 10% to 12% monthly fan base growth. Her principles for Facebook engagement include original content, not just automated, and original videos, not just YouTube links. In August 2012, Intel’s campaign “How computers were made” post on Facebook attracted 102,5K+ likes in a week since it was published on August 9. More than 34,069 people have chosen to share the link, while 3,258 commented on it. 80%, of the conversations around Intel and products happen on blogs and twitter. Facebook usage within the business has also increased with 250 individually created and managed pages which was becoming difficult to co-ordinate and manage multi market campaigns. After reviewing 250 Facebook pages  and 250 Twitter handles/account  presence,  Intel took the decision to alter their social media strategy from being decentralized to a centralized global strategy supported by internal guidelines, training programs, content editorial, publishing schedules, supplemented by a suite of publishing Vitrue, listening, Radian6, & internal reporting tools. This centralized strategy allows them to listen and respond globally, locally or to individuals, based on the context of the conversation.

Intel’s marketing is not just about hardware, chips and engineering--“experience” is the new focus.  "People don’t buy processors…they buy experiences," said David Veneski U.S. Media Director, at Intel Corporation. “You need to turn a moment into a momentum, and a momentum into a movement,” Veneski said. Projects like Intel’s Museum of Me use social media to encourage users to create a “visual archive of their social life.” Another campaign, “Intel Ultrabook Temptations” is a collaborative social experiment to assess how desperate people will be to get their hands on the product. In this experiment users are encouraged to jump around on a custom-built measurement device to generate their “excitement” rating and the event is captured on video and shared socially as the feature on Intel’s YouTube page.

“The focus has shifted from being iconic to posting a status update," said Veneski which makes Intel more humanized and relatable to the consumer. Intel is embracing social media and using it as a key element to understand the driving factors behind day-to-day experiences. Intel’s products are at the core of technologies that people use, and users like to capture those experiences, talk about them, and share them with friends, families and others. Through blogs, video, and social networks like Twitter, Intel is actively onboarding new customers’ faster and strengthening relationships with existing customers. Like most companies, the online community was initially built by marketing. "It is integrated into our marketing plan," explains Laurie Buczek, who heads enterprise marketing for Intel's Storage Group and works closely with the leaders of Intel's 3,000 to 4,000 salespeople. Intel also uses YouTube, which enables product managers to vividly demonstrate new technologies and Twitter (@Intel). Intel’s Social Media Center of Excellence sets the strategy and guidelines for all social media content across the company’s far-reaching locations and business units. 

Social CRM market will grow in 2012 – Measurable ROI & M&A surge since 2011

Most of the business organizations across the world have been able to some sort of social media presence as demanded by their customers and some of the businesses are trying to actively use social media in their Customer Relationship Management (CRM). Since the usage is at an early stage businesses are finding it difficult to tie with measurable business outcomes. Gartner analysts expect the worldwide market for social CRM software licenses and subscriptions to reach $2.1 billion in 2012, up from $850 million in 2011, and social CRM revenue will represent 10% of the overall CRM market. Social CRM grew 30% in 2011 in revenue terms and is 7% of total CRM spending globally as of 2011. Despite rapid rise in adoption of social applications by sales, marketing and customer service departments, Gartner believes that by this year end, only 50% of Fortune 1000 companies are expected to receive a worthwhile return on investment (ROI) from their social CRM initiatives. Another prediction by Gartner is that by this year end three-quarters of new social CRM initiatives that receive funding will have a business case incorporating measurable ROI. This highlights the fact that both vendors and customers are looking at ways to measure effectively the return of investment (ROI) that Social CRM efforts will generate. In fact the success of social CRM in next couple of years will depend on how well businesses and social CRM technology providers can tie Social CRM investment to clear and measurable business objectives rather than make social CRM projects just social objectives.

Social CRM is no longer a concern of marketing, but it penetrated into most of other marketing functions, sales, customer service and support and its importance is already evident in lead generation, cross-selling and up-selling capabilities, and other major successful sales & marketing functions. Social CRM applications help in capturing and sharing of data between users including the customers and other relevant stakeholders and involve them in developing and improving the products and services through their constant feedback. Social CRM applications can have both internal and external company users, communities both public & private and customers, marketing and service organizations use apps to create brand awareness, gather information, build trust, evaluate decisions, sell and aid post purchase activities. Social CRM adoption has been mostly among business-to-consumer (B2C) type organizations and business to business (B2B) companies are seeking to aggressively invest in social and by end of 2013, B2B organizations using social CRM applications will represent 25 % of all projects worldwide. Gartner expects business-to-business applications for sales use will have the fastest growth and will account for 30% of social CRM spending by 2015, up from 5% in 2011. According to a report from Gartner’s Ed Thompson titled “What’s “Hot” in CRM Application 2012,” Software-as-a-Service (SaaS) delivery of CRM applications represented 34% of worldwide CRM application spending in 2011. More than 50% of all Sales Force Automation (SFA) spending is on the SaaS platform.

Early part of 2012 and the year 2011 saw a flurry of Mergers & Acquisitions in the Social CRM space with large CRM players like Oracle & SAP aggressively buying smaller players in this space. Oracle has continued its social media CRM spending spree with the acquisition of Collective Intellect whose cloud-based applications for social media monitoring would be combined with Oracle’s social relationship platform and earlier Oracle acquired Vitrue for $339 million, a cloud-based social marketing and engagement platform that enables marketers to centrally create, publish, moderate, manage, measure and report on their social marketing campaigns. Salesforce recently announced that it has won a bid to acquire BuddyMedia for $689 million and also recently added Radian6, while Adobe bought up Efficient Frontier last year to push its own social CRM offerings. These acquisitions highlight the need for companies and Social CRM technology vendors to dynamically engage the customers on the various social media fronts and the Social CRM technology must simplify and make the two way communication effective. There is pressure on social CRM technology vendors to differentiate their offerings from their competitors in terms of functions, analytics, ease of use and superior experience delivered through professional services and this need is driving the M&A deals in this segment. According to Gartner Research Director Adam Sarner, “Vendors that can assemble a full set of social CRM functions and make progress in two or more areas, such as marketing and customer service or sales and marketing, will be best-positioned for success.”

Despite all the positive forecasts for Social CRM there is another angle that is highlighted by Gartner, that 50% of Fortune 1000 organizations that are not determining, or even measuring, ROI, will face failed projects. Among the companies who will not see a worthwhile return, only 20% will even have the data to evaluate where their social strategy is falling short. These organizations will be unable to justify future funding according to Adam Sarner. Another critical factor is social CRM works only with user communities participating which they will do only if they perceive value from engagement and Social CRM applications therefore must be more customer-centric than traditional CRM applications and they should allow the customer to manage the relationship and organizations should allow this rather than they trying to manage the customer relationships. Another important fact that business organizations need to keep in mind is that media is constantly evolving and new uses are frequently being discovered, the organization Social CRM strategy should be refined on an ongoing basis. Nucleus has found that early adopters of social CRM have recognized clear benefits, such as increased visibility and productivity. The 11.8% productivity gain is high, and Nucleus expects adoption of social CRM, particularly by salespeople, to grow not just in real numbers, but also in frequency of activity as users become more aware of the technology’s capabilities and as vendors’ offerings mature. And Gartner believes Social CRM technology vendors have to show quantified business cases and, more importantly, deliver repeatable social CRM processes that are not yet broadly available.